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| Criterion |  Operations Visual Management |  Innovation Lean Startup |  Architecture Risk Storming |  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. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | Helps clarify architecture context, options, and consequences in concrete terms. It organizes technical context, alternatives, and consequences. The result is captured as an Annotated Diagram, a Prioritized Risk List, and an Action Backlog. | 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 | Wochen bis Monate je Lernzyklus | 60-90 min | 45-90 min |
Participantsdifferent | 1-20 | 2-8 | 4-12 | 2-5 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Annotated Diagram, Prioritized Risk List, Action Backlog | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | SignalsOperationsVisual management | LeanStartupValidationMVP | RiskArchitectureWorkshopValidation | LeanProblem solvingCoachingOperations |