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| Criterion |  Engineering Kanban |  Systems Thinking Leverage Points |  Operations Bottleneck Analysis |  Product Strategy Counter Metrics |
|---|---|---|---|---|
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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | When a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | Ongoing | Half day | 1-3 h | 30-60 min |
Participantsdifferent | 2-12 | 3-12 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Leverage Map, Action Strategy | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Counter Metric List, Guardrail Definitions |
Tagsno overlap | FlowVisual managementDelivery | Systems thinkingChangeStrategy | FlowMeasurementConstraints | MetricsMeasurementStrategyExperiments |