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| Criterion |  Product Discovery Working Backwards |  Operations Kaizen Event |  Facilitation Stakeholder 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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | 4-8 h, mehrere Iterationen | 0.5-5 Tage | 60–90 min |
Participantsdifferent | 2-6 | 4-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | VisionNarrativeAlignment | LeanContinuous improvementOperations | StakeholdersAlignmentFacilitationChange |
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