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| Criterion |  Product Discovery Pretotyping |  Operations Causal Factor Analysis |  Operations A3 Problem Solving |  Innovation Lean Startup |
|---|---|---|---|---|
Purposedifferent | Pretotyping clarifies whether a customer problem and solution idea create enough real demand. It separates problem, assumption, solution, and evidence, and captures the result as a pretotyping sketch, test setup, and conversion data. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | 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. | 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. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | Stunden bis wenige Tage | 2-6 h | 45-90 min | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 1-4 | 3-10 | 2-5 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | A3 Report, Action Plan, Root Cause Analysis | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | ValidationDemandMVP | CausalityIncidentRoot causeTimeline | LeanProblem solvingCoachingOperations | LeanStartupValidationMVP |