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| Criterion |  Innovation Design Thinking |  Systems Thinking Leverage Points |  Systems Thinking Future Reality Tree |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
Purposedifferent | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. |
Complexitydifferent | High | High | High | Medium |
Timedifferent | 1 Tag bis mehrere Wochen | Half day | 2-4 h | 1-2 h |
Participantsdifferent | 4-10 | 3-12 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Leverage Map, Action Strategy | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | InnovationPrototypeResearch | Systems thinkingChangeStrategy | Theory of ConstraintsSystems thinkingChange | Business modelStrategyValueInnovation |