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| Criterion |  Innovation Lean Startup |  Decision Making Decision Rights Mapping |  Product Strategy Lean Canvas |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 90-180 min | 45-90 min | 30-60 min |
Participantsdifferent | 2-8 | 4-12 | 1-6 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Decision Rights Matrix, Agreement | Lean Canvas, Core Assumptions, Experiment Backlog | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | LeanStartupValidationMVP | DecisionGovernanceAlignmentResponsibility | StartupLeanAssumptionsBusiness model | DecisionRolesGovernanceAlignment |