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| Criterion |  Engineering Kanban |  Delivery Value Stream Mapping |  Business Strategy Business Model Stress Test |  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. | 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. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | 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 | High | Medium |
Timedifferent | Ongoing | 1-3 h | Half day | 45-90 min |
Participantsdifferent | 2-12 | 4-10 | 3-8 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Current-state map, Future-state map, Bottleneck list | Stress Test Report, Action Plan per Scenario | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | FlowVisual managementDelivery | LeanFlowWasteDelivery | StrategyBusiness modelRiskDiagnosis | StartupLeanAssumptionsBusiness model |