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| Criterion |  Engineering Kanban |  Product Strategy Lean Canvas |  Business Strategy VRIO Framework |  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. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Ongoing | 45-90 min | 90-180 min | 1-3 h |
Participantsdifferent | 2-12 | 1-6 | 3-6 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Lean Canvas, Core Assumptions, Experiment Backlog | VRIO Table, Strategic Actions | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | FlowVisual managementDelivery | StartupLeanAssumptionsBusiness model | StrategyDiagnosisBusiness modelCapability | LeanFlowWasteDelivery |