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| Criterion |  Product Discovery Working Backwards |  Operations Kaizen Event |  Operations Gemba Walk |  Product Strategy Product Vision Board |
|---|---|---|---|---|
Purposedifferent | When the target state and benefit need to be clear first, it thinks backward from the desired outcome into the product logic. It sharpens vision, objections, and value proposition before elaboration. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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. | When a product needs a shared direction, it connects target audience, benefit, and business picture in a clear vision. It makes the envisioned future legible for the team. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 4-8 h, mehrere Iterationen | 0.5-5 Tage | 30-120 min | 1-2 h |
Participantsdifferent | 2-6 | 4-10 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Observation Notes, Improvement Ideas | Product Vision Board, Vision Statement, Assumptions and Validation Questions |
Tagsno overlap | VisionNarrativeAlignment | LeanContinuous improvementOperations | LeanObservationProcessOperations | VisionCanvasStrategyAlignment |