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| Criterion |  Innovation Lean Startup |  Operations Kaizen Event |  Operations Kepner-Tregoe |  Business Strategy 5-Minuten VC-Check |
|---|---|---|---|---|
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 tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | The 5-Minute VC Check clarifies opportunities and strategic options at the earliest idea stage. It compares problem quality, customer willingness to pay, alternatives, differentiation, and market potential, and captures the result as a VC-check note, go/sharpen/park decision, and risk list. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 0.5-5 Tage | 2-8 h | 5-15 min |
Participantsdifferent | 2-8 | 4-10 | 2-8 | 1-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Problem Analysis, Decision Analysis, Risk Plan | VC-check note, Go/sharpen/park decision, Risk and assumption list, Next validation step |
Tagsno overlap | LeanStartupValidationMVP | LeanContinuous improvementOperations | Problem solvingRoot causeDecisionOperations | StartupValidationCompetition |