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| Criterion |  Engineering Kanban |  Product Strategy Lean Canvas |  Systems Thinking Intervention Mapping |  Delivery Value Stream Mapping |
|---|---|---|---|---|
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. | 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. | 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 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | Ongoing | 45-90 min | 1-5 Tage | 1-3 h |
Participantsdifferent | 2-12 | 1-6 | 4-12 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Lean Canvas, Core Assumptions, Experiment Backlog | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | FlowVisual managementDelivery | StartupLeanAssumptionsBusiness model | ChangeSystems thinkingCapability | LeanFlowWasteDelivery |