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| Criterion |  Product Discovery Working Backwards |  Operations Kaizen Event |  Product Strategy Product Vision Board |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 0.5-5 Tage | 1-2 h | 1-2 h |
Participantsdifferent | 2-6 | 4-10 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Product Vision Board, Vision Statement, Assumptions and Validation Questions | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | VisionNarrativeAlignment | LeanContinuous improvementOperations | VisionCanvasStrategyAlignment | AlignmentStakeholdersStrategyFacilitation |