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| Criterion |  Decision Making Radar |  Architecture ARID (Active Reviews for Intermediate Designs) |  Innovation Lean Startup |  Product Strategy Lean Canvas |
|---|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | ARID examines how well developers can work with a technical design. It focuses on a part of the system that can still be revised, between the architecture overview and the detailed specification. | 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. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 h | 2–4 h review as a planning range; preparation and evaluation additional | Wochen bis Monate je Lernzyklus | 45-90 min |
Participantsdifferent | 2-10 | Designers, developers as users, and facilitation | 2-8 | 1-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisions | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | AssessmentPortfolioCapability | ArchitectureEngineeringFeedbackValidationTasks | LeanStartupValidationMVP | StartupLeanAssumptionsBusiness model |