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| Criterion |  Product Strategy Lean Canvas |  Agile 4Ls Retrospective |  Innovation Lean Startup |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. | 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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 45-90 min | 45–75 min | Wochen bis Monate je Lernzyklus | 45-60 min |
Participantsdifferent | 1-6 | Team members involved | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | 4Ls Board, Learning Themes, Improvement Actions | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | StartupLeanAssumptionsBusiness model | RetrospectiveLearningReflectionTeam | LeanStartupValidationMVP | AssumptionsRiskExperimentsValidation |