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| Criterion |  Systems Thinking Intervention Mapping |  Innovation Lean Startup |  Delivery Value Stream Mapping |  Product Strategy Lean Canvas |
|---|---|---|---|---|
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. | 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. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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 | High | Medium | Medium | Medium |
Timedifferent | 1-5 Tage | Wochen bis Monate je Lernzyklus | 1-3 h | 45-90 min |
Participantsdifferent | 4-12 | 2-8 | 4-10 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Current-state map, Future-state map, Bottleneck list | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | ChangeSystems thinkingCapability | LeanStartupValidationMVP | LeanFlowWasteDelivery | StartupLeanAssumptionsBusiness model |