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| Criterion |  Product Strategy Lean Canvas |  Decision Making Decision Tree |  Product Discovery Assumption Mapping |  Innovation Lean Startup |
|---|---|---|---|---|
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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 45-90 min | 30-90 min | 45-60 min | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 1-6 | 1-6 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Decision Tree, Option Map, Assumption List | Assumption map, Test backlog, Risk ranking | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | StartupLeanAssumptionsBusiness model | DecisionTreeOptions | AssumptionsRiskExperimentsValidation | LeanStartupValidationMVP |