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| Criterion |  Product Strategy Impact Mapping |  Innovation Lean Startup |  Business Strategy Value Chain Analysis |  Product Strategy Lean Canvas |
|---|---|---|---|---|
Purposedifferent | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 45-90 min | Wochen bis Monate je Lernzyklus | Half day | 45-90 min |
Participantsdifferent | 3-8 | 2-8 | 3-8 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Value Chain Map, Lever List | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | LeanStartupValidationMVP | StrategyBusiness modelDiagnosisAnalysis | StartupLeanAssumptionsBusiness model |