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| Criterion |  Engineering Kanban |  Business Strategy Business Model Stress Test |  Growth A/B Testing |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | When two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. | 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. |
Complexitydifferent | Medium | High | High | High |
Timedifferent | Ongoing | Half day | 1-4 Wochen | Half day |
Participantsdifferent | 2-12 | 3-8 | 1-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Stress Test Report, Action Plan per Scenario | Experiment results, Decision log, Learning summary | Value Chain Map, Lever List |
Tagsno overlap | FlowVisual managementDelivery | StrategyBusiness modelRiskDiagnosis | ExperimentsGrowthAnalyticsValidation | StrategyBusiness modelDiagnosisAnalysis |