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| Criterion |  Product Strategy Product Vision Board |  Operations Gemba Walk |  Operations A3 Problem Solving |
|---|---|---|---|
Purposedifferent | When a product needs a shared direction, it connects target audience, benefit, and business picture in a clear vision. It makes the envisioned future legible for the team. | 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. | 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. |
Complexitydifferent | Low | Low | Medium |
Timedifferent | 1-2 h | 30-120 min | 45-90 min |
Participantsdifferent | 2-8 | 2-6 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Product Vision Board, Vision Statement, Assumptions and Validation Questions | Observation Notes, Improvement Ideas | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | VisionCanvasStrategyAlignment | LeanObservationProcessOperations | LeanProblem solvingCoachingOperations |
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