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| Criterion |  Product Strategy Value Proposition Canvas |  Business Strategy Business Model Canvas |  Operations Gemba Walk |  Innovation Double Diamond |
|---|---|---|---|---|
Purposedifferent | When the value proposition and customer expectation drift apart, it makes fit and mismatch legible. It shows where offering and need don't yet come together. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | 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. | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-2 h | 1-2 h | 30-120 min | Wochen bis Monate |
Participantsdifferent | 2-8 | 2-8 | 2-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Value Proposition Canvas, Fit Gaps, Hypotheses | Business Model Canvas, Assumption List, Business Hypotheses | Observation Notes, Improvement Ideas | Problem Statement, Solution Options, Prototypes, Deliverables per Phase |
Tagsno overlap | ValueNeedsStrategy | Business modelStrategyValueInnovation | LeanObservationProcessOperations | ProcessDivergenceInnovation |