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| Criterion |  Engineering Kanban |  Systems Thinking Leverage Points |  Innovation Lean Startup |  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. | 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 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. | 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 | High | Medium | Medium |
Timedifferent | Ongoing | Half day | Wochen bis Monate je Lernzyklus | 1-3 h |
Participantsdifferent | 2-12 | 3-12 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Leverage Map, Action Strategy | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | FlowVisual managementDelivery | Systems thinkingChangeStrategy | LeanStartupValidationMVP | LeanFlowWasteDelivery |