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| Criterion |  Product Strategy Lean Canvas |  Systems Thinking Future Reality Tree |  Systems Thinking Leverage Points |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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 Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 45-90 min | 2-4 h | Half day | 1-2 h |
Participantsdifferent | 1-6 | 3-8 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Leverage Map, Action Strategy | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | StartupLeanAssumptionsBusiness model | Theory of ConstraintsSystems thinkingChange | Systems thinkingChangeStrategy | Business modelStrategyValueInnovation |