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| Criterion |  Decision Making RAPID |  Decision Making Decision Rights Mapping |  Innovation Lean Startup |  Product Strategy Lean Canvas |
|---|---|---|---|---|
Purposedifferent | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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 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 | 45-90 min | 90-180 min | Wochen bis Monate je Lernzyklus | 45-90 min |
Participantsdifferent | 3-12 | 4-12 | 2-8 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | Decision Rights Matrix, Agreement | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | DecisionRolesGovernance | DecisionGovernanceAlignmentResponsibility | LeanStartupValidationMVP | StartupLeanAssumptionsBusiness model |