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| Criterion |  Innovation Lean Startup |  Decision Making Decision Tree |  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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 30-90 min | 30-60 min |
Participantsdifferent | 2-8 | 1-6 | 2-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Decision Tree, Option Map, Assumption List | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | LeanStartupValidationMVP | DecisionTreeOptions | DecisionRolesGovernanceAlignment |
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