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| Criterion |  Systems Thinking Intervention Mapping |  Product Strategy Lean Canvas |  Business Strategy Value Chain Analysis |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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. | 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. | 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 | Medium | High | High |
Timedifferent | 1-5 Tage | 45-90 min | Half day | Half day |
Participantsdifferent | 4-12 | 1-6 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Lean Canvas, Core Assumptions, Experiment Backlog | Value Chain Map, Lever List | Leverage Map, Action Strategy |
Tagsno overlap | ChangeSystems thinkingCapability | StartupLeanAssumptionsBusiness model | StrategyBusiness modelDiagnosisAnalysis | Systems thinkingChangeStrategy |