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| Criterion |  Innovation Lean Startup |  Innovation TRIZ |  Innovation Design Sprint |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | 1-4 h | 4-5 Tage | 45-90 min |
Participantsdifferent | 2-8 | 2-8 | 5-8 | 2-5 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Contradiction Statement, Inventive Principles, Solution Concepts | Prototype, Test Findings, Decision Rationale | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanStartupValidationMVP | InnovationProblem solvingContradictionsCreativity | Design sprintPrototypeValidationInnovation | LeanProblem solvingCoachingOperations |