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| Criterion |  Decision Making Radar |  Innovation Lean Startup |  Product Strategy Lean Canvas |  Product Discovery Pretotyping |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-2 h | Wochen bis Monate je Lernzyklus | 45-90 min | Stunden bis wenige Tage |
Participantsdifferent | 2-10 | 2-8 | 1-6 | 1-4 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Lean Canvas, Core Assumptions, Experiment Backlog | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision |
Tagsno overlap | AssessmentPortfolioCapability | LeanStartupValidationMVP | StartupLeanAssumptionsBusiness model | ValidationDemandMVP |