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| Criterion |  Engineering Kanban |  Delivery Value Stream Mapping |  Innovation Lean Startup |  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. | 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 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Ongoing | 1-3 h | Wochen bis Monate je Lernzyklus | 45-90 min |
Participantsdifferent | 2-12 | 4-10 | 2-8 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Current-state map, Future-state map, Bottleneck list | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | FlowVisual managementDelivery | LeanFlowWasteDelivery | LeanStartupValidationMVP | StartupLeanAssumptionsBusiness model |