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| Criterion |  Innovation Lean Startup |  Operations Root Cause Analysis |  Operations Eat the Frog |  Decision Making Pareto 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 problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | The method protects energy and attention for the task that creates the largest progress and is often postponed. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 1-4 h | 15-90 min daily | 30-60 min |
Participantsdifferent | 2-8 | 3-8 | 1 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Priority Task, Completion Note, Daily Focus | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | LeanStartupValidationMVP | Root causeProblem solvingQualityIncident | PrioritizationProductivityFocusExecution | PrioritizationQualityFocusRoot cause |