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| Criterion |  Product Strategy Lean Canvas |  Systems Thinking Evaporating Cloud |  Operations Gemba Walk |  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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 45-90 min | 60-120 min | 30-120 min | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 1-6 | 2-8 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Observation Notes, Improvement Ideas | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | StartupLeanAssumptionsBusiness model | Theory of ConstraintsAssumptionsSystems thinking | LeanObservationProcessOperations | LeanStartupValidationMVP |