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| Criterion |  Innovation Lean Startup |  Operations Eat the Frog |  Operations Root Cause Analysis |  Decision Making Pareto Analysis |
|---|---|---|---|---|
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. | The method protects energy and attention for the task that creates the largest progress and is often postponed. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 15-90 min daily | 1-4 h | 30-60 min |
Participantsdifferent | 2-8 | 1 | 3-8 | 1-6 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Priority Task, Completion Note, Daily Focus | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | LeanStartupValidationMVP | PrioritizationProductivityFocusExecution | Root causeProblem solvingQualityIncident | PrioritizationQualityFocusRoot cause |