View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Product Discovery Pretotyping |  Innovation Lean Startup |  Operations A3 Problem Solving |  Operations Gemba Walk |
|---|---|---|---|---|
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 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 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. | 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | Stunden bis wenige Tage | Wochen bis Monate je Lernzyklus | 45-90 min | 30-120 min |
Participantsdifferent | 1-4 | 2-8 | 2-5 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | A3 Report, Action Plan, Root Cause Analysis | Observation Notes, Improvement Ideas |
Tagsno overlap | ValidationDemandMVP | LeanStartupValidationMVP | LeanProblem solvingCoachingOperations | LeanObservationProcessOperations |