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| Criterion |  Operations RACI Matrix |  Innovation Lean Startup |  Decision Making Decision Rights Mapping |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 | Medium | Medium | Medium |
Timedifferent | 45-90 min | Wochen bis Monate je Lernzyklus | 90-180 min | 45-90 min |
Participantsdifferent | 2-8 | 2-8 | 4-12 | 2-5 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | RACI Matrix, Responsibility Map, Decision Notes | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Decision Rights Matrix, Agreement | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | RolesResponsibilityGovernanceOperations | LeanStartupValidationMVP | DecisionGovernanceAlignmentResponsibility | LeanProblem solvingCoachingOperations |