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| Criterion |  Product Strategy Lean Canvas |  Product Discovery Assumption Mapping |  Innovation Design Charrette |  Innovation Reverse Brainstorming |
|---|---|---|---|---|
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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 45-90 min | 45-60 min | Halber Tag bis mehrere Tage | 30-60 min |
Participantsdifferent | 1-6 | 2-8 | 10-50 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Assumption map, Test backlog, Risk ranking | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | StartupLeanAssumptionsBusiness model | AssumptionsRiskExperimentsValidation | BrainstormingWorkshopCollaborationIdeation | BrainstormingIdeationCreativityRisk |