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| Criterion |  Operations Runbook |  Innovation Lean Startup |  Operations Kepner-Tregoe |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | For recurring operational tasks or incidents, the method keeps solid action logic ready. It reduces uncertainty when time pressure, role changes, or rare situations demand fast access. | 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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 20-60 min | Wochen bis Monate je Lernzyklus | 2-8 h | 15-30 min |
Participantsdifferent | 1-4 | 2-8 | 2-8 | 2-6 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Runbook, Checklist, Escalation Path | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Problem Analysis, Decision Analysis, Risk Plan | Root cause notes, Countermeasures |
Tagsno overlap | OperationsReliabilityDocumentation | LeanStartupValidationMVP | Problem solvingRoot causeDecisionOperations | Root causeIncidentLeanProblem solving |