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| Criterion |  Systems Thinking Future Reality Tree |  Product Discovery Outcome-Driven Innovation |  Business Strategy Business Model Canvas |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | 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. | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. | 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. | 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. |
Complexitydifferent | High | High | Medium | High |
Timedifferent | 2-4 h | Mehrere Wochen | 1-2 h | Half day |
Participantsdifferent | 3-8 | 2-6 researchers plus sample | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Business Model Canvas, Assumption List, Business Hypotheses | Leverage Map, Action Strategy |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | OutcomesInnovationResearchQuantitative | Business modelStrategyValueInnovation | Systems thinkingChangeStrategy |