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| Criterion |  Innovation Lean Startup |  Operations Getting Things Done |  Operations A3 Problem Solving |  Operations Weekly Review |
|---|---|---|---|---|
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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 1-2 h Setup, laufend | 45-90 min | 30-60 min |
Participantsdifferent | 2-8 | 1 | 2-5 | 1 |
Formatdifferent | Workshop + async | Async | Workshop + async | Async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Action Lists, Project List, Review Routine | A3 Report, Action Plan, Root Cause Analysis | Updated Task System, Weekly Focus, Next Actions |
Tagsno overlap | LeanStartupValidationMVP | ProductivityPlanningTasksExecution | LeanProblem solvingCoachingOperations | ProductivityExecutionPlanning |