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| Criterion |  Architecture ARID (Active Reviews for Intermediate Designs) |  Business Strategy Value Chain Analysis |  Innovation Lean Startup |  Product Strategy Lean Canvas |
|---|---|---|---|---|
Purposedifferent | ARID examines how well developers can work with a technical design. It focuses on a part of the system that can still be revised, between the architecture overview and the detailed specification. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 2–4 h review as a planning range; preparation and evaluation additional | Half day | Wochen bis Monate je Lernzyklus | 45-90 min |
Participantsdifferent | Designers, developers as users, and facilitation | 3-8 | 2-8 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisions | Value Chain Map, Lever List | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | ArchitectureEngineeringFeedbackValidationTasks | StrategyBusiness modelDiagnosisAnalysis | LeanStartupValidationMVP | StartupLeanAssumptionsBusiness model |