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| Criterion |  Engineering Kanban |  Systems Thinking Future Reality Tree |  Innovation Lean Startup |  Business Strategy 5-Minuten VC-Check |
|---|---|---|---|---|
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 Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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. | The 5-Minute VC Check clarifies opportunities and strategic options at the earliest idea stage. It compares problem quality, customer willingness to pay, alternatives, differentiation, and market potential, and captures the result as a VC-check note, go/sharpen/park decision, and risk list. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | Ongoing | 2-4 h | Wochen bis Monate je Lernzyklus | 5-15 min |
Participantsdifferent | 2-12 | 3-8 | 2-8 | 1-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | VC-check note, Go/sharpen/park decision, Risk and assumption list, Next validation step |
Tagsno overlap | FlowVisual managementDelivery | Theory of ConstraintsSystems thinkingChange | LeanStartupValidationMVP | StartupValidationCompetition |