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| Criterion |  Product Discovery Solution Interview |  Innovation Lean Startup |  Operations Gemba Walk |  Innovation Design Sprint |
|---|---|---|---|---|
Purposedifferent | When a solution idea is already on the table, it checks how it is understood and evaluated. It looks for resonance, objections, and missing fit early in the conversation. | 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 there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 30-60 min je Interview | Wochen bis Monate je Lernzyklus | 30-120 min | 4-5 Tage |
Participantsdifferent | 5-10 Interviews | 2-8 | 2-6 | 5-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Solution Feedback, Objection List, Validation Notes | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Observation Notes, Improvement Ideas | Prototype, Test Findings, Decision Rationale |
Tagsno overlap | ValidationInterviewsPrototype | LeanStartupValidationMVP | LeanObservationProcessOperations | Design sprintPrototypeValidationInnovation |