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| Criterion |  Business Strategy Strategy Execution Loop |  Operations Kaizen Event |  Product Discovery Learning Card |  Product Discovery Fake Door Test |
|---|---|---|---|---|
Purposedifferent | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | The Learning Card connects traceable test results to a reasoned next action while keeping the limits of the insight visible. | When demand is still unclear, it measures interest in a feature before it is built. It separates real behavior from polite agreement and deliberately keeps build effort small. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 0.5-5 Tage | 25-40 min | 1-5 Tage |
Participantsdifferent | 5-12 | 4-10 | 1-5 | Nutzertraffic |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Learning Card with evidence and next action | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | ExecutionCadenceLearningGovernance | LeanContinuous improvementOperations | ExperimentsValidationDiscoveryLearning | ValidationExperimentsDemandDiscovery |