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| Criterion |  Innovation Lean Startup |  Decision Making OODA Loop |  Product Discovery Assumption Mapping |  Product Strategy DIBB |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 15-60 min je Zyklus | 45-60 min | 1-2 h |
Participantsdifferent | 2-8 | 1-8 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Situation Assessment, Decision Loop, Action Updates | Assumption map, Test backlog, Risk ranking | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | LeanStartupValidationMVP | DecisionChangeLearningStrategy | AssumptionsRiskExperimentsValidation | StrategyDecisionAssumptionsHypothesis |