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| Criterion |  Systems Thinking Futures Wheel |  Product Strategy Lean Canvas |  Operations Gemba Walk |  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. | 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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 60-120 min | 45-90 min | 30-120 min | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 3-10 | 1-6 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | Lean Canvas, Core Assumptions, Experiment Backlog | Observation Notes, Improvement Ideas | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | ForesightSystems thinkingSignals | StartupLeanAssumptionsBusiness model | LeanObservationProcessOperations | LeanStartupValidationMVP |