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| Criterion |  Product Discovery Working Backwards |  Operations RACI Matrix |  Operations A3 Problem Solving |  Operations Gemba Walk |
|---|---|---|---|---|
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. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 4-8 h, mehrere Iterationen | 45-90 min | 45-90 min | 30-120 min |
Participantsdifferent | 2-6 | 2-8 | 2-5 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | RACI Matrix, Responsibility Map, Decision Notes | A3 Report, Action Plan, Root Cause Analysis | Observation Notes, Improvement Ideas |
Tagsno overlap | VisionNarrativeAlignment | RolesResponsibilityGovernanceOperations | LeanProblem solvingCoachingOperations | LeanObservationProcessOperations |