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| Criterion |  Innovation Lean Startup |  Operations Ivy Lee Method |  Decision Making Pareto Analysis |  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. | With a restless workday full of too many open items, the method creates radical simplicity. It directs attention to a short sequence instead of a broad, still-open field. | 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. | 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 | Low | Low | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 5-10 min daily | 30-60 min | 15-30 min |
Participantsdifferent | 2-8 | 1 | 1-6 | 2-6 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Daily Priority List, Completion Notes | Pareto Chart, Top Causes, Focus List | Root cause notes, Countermeasures |
Tagsno overlap | LeanStartupValidationMVP | PrioritizationProductivityExecution | PrioritizationQualityFocusRoot cause | Root causeIncidentLeanProblem solving |