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| Criterion |  Systems Thinking Intervention Mapping |  Systems Thinking Leverage Points |  Product Strategy Lean Canvas |  Business Strategy Business Model 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. | 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. | 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. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. |
Complexitydifferent | High | High | Medium | Medium |
Timedifferent | 1-5 Tage | Half day | 45-90 min | 1-2 h |
Participantsdifferent | 4-12 | 3-12 | 1-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Leverage Map, Action Strategy | Lean Canvas, Core Assumptions, Experiment Backlog | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | ChangeSystems thinkingCapability | Systems thinkingChangeStrategy | StartupLeanAssumptionsBusiness model | Business modelStrategyValueInnovation |