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| Criterion |  Innovation Lean Startup |  Product Strategy OKRs |  Facilitation Stakeholder Mapping |
|---|---|---|---|
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 strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 1-2 h Setup | 60–90 min |
Participantsdifferent | 2-8 | 2-20 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | OKR set, Measurement plan, Review cadence | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | LeanStartupValidationMVP | GoalsAlignmentOutcomesMeasurement | StakeholdersAlignmentFacilitationChange |
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