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| Criterion |  Systems Thinking Futures Wheel |  Operations Kaizen Event |  Product Strategy Lean Canvas |  Innovation Lean Startup |
|---|---|---|---|---|
Purposedifferent | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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 | 0.5-5 Tage | 45-90 min | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 3-10 | 4-10 | 1-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Lean Canvas, Core Assumptions, Experiment Backlog | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | ForesightSystems thinkingSignals | LeanContinuous improvementOperations | StartupLeanAssumptionsBusiness model | LeanStartupValidationMVP |