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| Criterion |  Product Discovery Pretotyping |  Operations Gemba Walk |  Operations Getting Things Done |  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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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 | Low | Medium | Medium |
Timedifferent | Stunden bis wenige Tage | 30-120 min | 1-2 h Setup, laufend | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 1-4 | 2-6 | 1 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision | Observation Notes, Improvement Ideas | Action Lists, Project List, Review Routine | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | ValidationDemandMVP | LeanObservationProcessOperations | ProductivityPlanningTasksExecution | LeanStartupValidationMVP |