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| Criterion |  Operations Visual Management |  Product Discovery Assumption Mapping |  Business Strategy Value Chain Analysis |  Growth A/B Testing |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | When two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. |
Complexitydifferent | Low | Medium | High | High |
Timedifferent | Ongoing | 45-60 min | Half day | 1-4 Wochen |
Participantsdifferent | 1-20 | 2-8 | 3-8 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Assumption map, Test backlog, Risk ranking | Value Chain Map, Lever List | Experiment results, Decision log, Learning summary |
Tagsno overlap | SignalsOperationsVisual management | AssumptionsRiskExperimentsValidation | StrategyBusiness modelDiagnosisAnalysis | ExperimentsGrowthAnalyticsValidation |