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| Criterion |  Product Discovery Pretotyping |  Operations Change Analysis |  Innovation Lean Startup |  Operations 5 Whys |
|---|---|---|---|---|
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 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. | 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 single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | Stunden bis wenige Tage | 45-120 min | Wochen bis Monate je Lernzyklus | 15-30 min |
Participantsdifferent | 1-4 | 2-6 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Root cause notes, Countermeasures |
Tagsno overlap | ValidationDemandMVP | ChangeRoot causeTroubleshootingComparison | LeanStartupValidationMVP | Root causeIncidentLeanProblem solving |