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| Criterion |  Operations Visual Management |  Product Strategy Lean Canvas |  Decision Making Assumption Surfacing |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | Ongoing | 45-90 min | 45-90 min | 45-90 min |
Participantsdifferent | 1-20 | 1-6 | 2-8 | 2-5 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Lean Canvas, Core Assumptions, Experiment Backlog | Assumption List, Critical Assumptions, Learning Plan | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | SignalsOperationsVisual management | StartupLeanAssumptionsBusiness model | AssumptionsRiskDecisionDiscovery | LeanProblem solvingCoachingOperations |