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| Criterion |  Product Strategy Lean Canvas |  Systems Thinking Current Reality Tree |  Operations Bottleneck Analysis |
|---|---|---|---|
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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. |
Complexitydifferent | Medium | High | Medium |
Timedifferent | 45-90 min | 2-6 h | 1-3 h |
Participantsdifferent | 1-6 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Current Reality Tree, Core Problems, Intervention Ideas | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures |
Tagsno overlap | StartupLeanAssumptionsBusiness model | Systems thinkingRoot causeConstraintsCausality | FlowMeasurementConstraints |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
