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| Criterion |  Innovation Lean Startup |  Operations Gemba Walk |  Growth A/B Testing |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | 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. | When two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. | 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. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | 30-120 min | 1-4 Wochen | 45-90 min |
Participantsdifferent | 2-8 | 2-6 | 1-6 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Observation Notes, Improvement Ideas | Experiment results, Decision log, Learning summary | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanStartupValidationMVP | LeanObservationProcessOperations | ExperimentsGrowthAnalyticsValidation | LeanProblem solvingCoachingOperations |