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| Criterion |  Innovation Lean Startup |  Product Strategy Lean Canvas |  Operations Getting Things Done |  Architecture ARID (Active Reviews for Intermediate Designs) |
|---|---|---|---|---|
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 an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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. | ARID examines how well developers can work with a technical design. It focuses on a part of the system that can still be revised, between the architecture overview and the detailed specification. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | 45-90 min | 1-2 h Setup, laufend | 2–4 h review as a planning range; preparation and evaluation additional |
Participantsdifferent | 2-8 | 1-6 | 1 | Designers, developers as users, and facilitation |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Lean Canvas, Core Assumptions, Experiment Backlog | Action Lists, Project List, Review Routine | Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisions |
Tagsno overlap | LeanStartupValidationMVP | StartupLeanAssumptionsBusiness model | ProductivityPlanningTasksExecution | ArchitectureEngineeringFeedbackValidationTasks |