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| Criterion |  Innovation Lean Startup |  Operations Failure Mode and Effects Analysis |  Architecture Risk Storming |  Operations 5 Whys |
|---|---|---|---|---|
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 a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | Helps clarify architecture context, options, and consequences in concrete terms. It organizes technical context, alternatives, and consequences. The result is captured as an Annotated Diagram, a Prioritized Risk List, and an Action Backlog. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 2-6 h | 60-90 min | 15-30 min |
Participantsdifferent | 2-8 | 3-10 | 4-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | FMEA Table, Risk Priority, Mitigation Actions | Annotated Diagram, Prioritized Risk List, Action Backlog | Root cause notes, Countermeasures |
Tagsno overlap | LeanStartupValidationMVP | RiskQualityOperationsRoot cause | RiskArchitectureWorkshopValidation | Root causeIncidentLeanProblem solving |