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| Criterion |  Product Discovery Working Backwards |  Operations Kaizen Event |  Decision Making RAPID |
|---|---|---|---|
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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 0.5-5 Tage | 45-90 min |
Participantsdifferent | 2-6 | 4-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | VisionNarrativeAlignment | LeanContinuous improvementOperations | DecisionRolesGovernance |
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