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| Criterion |  Product Discovery Working Backwards |  Operations PDCA Cycle |  Product Strategy Product Vision Board |  Operations Kaizen Event |
|---|---|---|---|---|
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 an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 1 h bis mehrere Wochen | 1-2 h | 0.5-5 Tage |
Participantsdifferent | 2-6 | 1-8 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Product Vision Board, Vision Statement, Assumptions and Validation Questions | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | VisionNarrativeAlignment | Continuous improvementLeanExperiments | VisionCanvasStrategyAlignment | LeanContinuous improvementOperations |