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| Criterion |  Innovation Lean Startup |  DevOps Game Day |  Operations A3 Problem Solving |  Operations Gemba Walk |
|---|---|---|---|---|
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 preparing for rare incidents, the method tests response capability under controlled conditions. It shows where assumptions about stability, roles, and recovery are too optimistic. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | Halber Tag | 45-90 min | 30-120 min |
Participantsdifferent | 2-8 | 5-20 | 2-5 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Simulation Notes, Gaps List, Updated Runbooks | A3 Report, Action Plan, Root Cause Analysis | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanStartupValidationMVP | ResilienceOperationsIncident | LeanProblem solvingCoachingOperations | LeanObservationProcessOperations |