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| Criterion |  Operations Visual Management |  Product Discovery Jobs to Be Done |  Operations After-Action Review |  Product Discovery Opportunity Scoring |
|---|---|---|---|---|
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 switching motives and progress are unclear, it reconstructs the situation from real customer circumstances. It shows why a switch happens and what kind of progress is being sought. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | When opportunities need ranking by their effect, it makes importance and satisfaction directly comparable. It separates problem, assumption, solution, and evidence. The result is captured as an opportunity-score table and top outcomes. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | Ongoing | 1-3 Wochen | 20-45 min | 60-120 min |
Participantsdifferent | 1-20 | 5-12 Interviews | 3-12 | 3-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Job Stories, Outcome Statements, Opportunity List | Lessons learned, Action items, Event summary | Opportunity Score Table, Top Outcomes |
Tagsno overlap | SignalsOperationsVisual management | CustomerOutcomesNeeds | LearningOperationsImprovement | PrioritizationDiscoveryOutcomesNeeds |