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| Criterion |  Engineering Kanban |  Innovation Lean Startup |  Business Strategy 5-Minuten VC-Check |  Product Strategy Lean Canvas |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | Ongoing | Wochen bis Monate je Lernzyklus | 5-15 min | 45-90 min |
Participantsdifferent | 2-12 | 2-8 | 1-5 | 1-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | VC-check note, Go/sharpen/park decision, Risk and assumption list, Next validation step | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | FlowVisual managementDelivery | LeanStartupValidationMVP | StartupValidationCompetition | StartupLeanAssumptionsBusiness model |