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| Criterion |  Product Discovery Working Backwards |  Operations Kaizen Event |  Operations Kepner-Tregoe |  Decision Making DACI |
|---|---|---|---|---|
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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 4-8 h, mehrere Iterationen | 0.5-5 Tage | 2-8 h | 30-60 min |
Participantsdifferent | 2-6 | 4-10 | 2-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Problem Analysis, Decision Analysis, Risk Plan | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | VisionNarrativeAlignment | LeanContinuous improvementOperations | Problem solvingRoot causeDecisionOperations | DecisionRolesGovernanceAlignment |