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| Criterion |  Innovation Lean Startup |  Operations Root Cause Tree Analysis |  Operations Change 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. | 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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | 1-3 h | 45-120 min |
Participantsdifferent | 2-8 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Cause Tree, Evidence Notes, Countermeasures | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | LeanStartupValidationMVP | Root causeTreeIncidentQuality | ChangeRoot causeTroubleshootingComparison |
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