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| Criterion |  Innovation Lean Startup |  Operations Root Cause Analysis |  Decision Making Pareto Analysis |  Operations Root Cause Tree 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. | 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. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | 1-4 h | 30-60 min | 1-3 h |
Participantsdifferent | 2-8 | 3-8 | 1-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Pareto Chart, Top Causes, Focus List | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | LeanStartupValidationMVP | Root causeProblem solvingQualityIncident | PrioritizationQualityFocusRoot cause | Root causeTreeIncidentQuality |