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| Criterion |  Growth Golden Circle |  Product Strategy Lean Canvas |  Operations Causal Factor Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | In positioning and communication, what an offering actually stands for often becomes blurred. The Golden Circle sharpens a product's inner rationale and connects purpose, approach, and offering into a clear statement. | 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 an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Low | Medium | High | High |
Timedifferent | 30-60 min | 45-90 min | 2-6 h | 2-6 h |
Participantsdifferent | 1-8 | 1-6 | 3-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Why Statement, Messaging Notes, Positioning Draft | Lean Canvas, Core Assumptions, Experiment Backlog | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | MarketingPositioningCommunication | StartupLeanAssumptionsBusiness model | CausalityIncidentRoot causeTimeline | Systems thinkingRoot causeConstraintsCausality |