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| Criterion |  Product Discovery Pretotyping |  Operations Kaizen Event |  Growth A/B Testing |  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 a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | When two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. | 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 | Medium | High | Medium |
Timedifferent | Stunden bis wenige Tage | 0.5-5 Tage | 1-4 Wochen | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 1-4 | 4-10 | 1-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Experiment results, Decision log, Learning summary | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | ValidationDemandMVP | LeanContinuous improvementOperations | ExperimentsGrowthAnalyticsValidation | LeanStartupValidationMVP |