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| Criterion |  Innovation Lean Startup |  Decision Making Risk Matrix |  Operations Kepner-Tregoe |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
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 a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. |
Complexitydifferent | Medium | Low | High | High |
Timedifferent | Wochen bis Monate je Lernzyklus | 30-60 min | 2-8 h | 2-6 h |
Participantsdifferent | 2-8 | 3-10 | 2-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Risk Matrix, Top Risk List | Problem Analysis, Decision Analysis, Risk Plan | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | LeanStartupValidationMVP | RiskDecisionPrioritizationAssessment | Problem solvingRoot causeDecisionOperations | RiskQualityOperationsRoot cause |