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| Criterion |  Systems Thinking Evaporating Cloud |  Delivery Value Stream Mapping |  Product Strategy Lean Canvas |  Innovation Lean Startup |
|---|---|---|---|---|
Purposedifferent | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 60-120 min | 1-3 h | 45-90 min | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 2-8 | 4-10 | 1-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Current-state map, Future-state map, Bottleneck list | Lean Canvas, Core Assumptions, Experiment Backlog | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | LeanFlowWasteDelivery | StartupLeanAssumptionsBusiness model | LeanStartupValidationMVP |