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| Criterion |  Product Discovery Pretotyping |  Operations Kepner-Tregoe |  Operations 5 Whys |  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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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. | 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 | Low | Medium |
Timedifferent | Stunden bis wenige Tage | 2-8 h | 15-30 min | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 1-4 | 2-8 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision | Problem Analysis, Decision Analysis, Risk Plan | Root cause notes, Countermeasures | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | ValidationDemandMVP | Problem solvingRoot causeDecisionOperations | Root causeIncidentLeanProblem solving | LeanStartupValidationMVP |