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| Criterion |  Operations Process Mapping |  Growth A/B Testing |  Product Discovery Assumption Mapping |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 1-3 h | 1-4 Wochen | 45-60 min | 20-45 min |
Participantsdifferent | 3-10 | 1-6 | 2-8 | 3-12 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Experiment results, Decision log, Learning summary | Assumption map, Test backlog, Risk ranking | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | ExperimentsGrowthAnalyticsValidation | AssumptionsRiskExperimentsValidation | LearningOperationsImprovement |