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| Criterion |  Product Strategy Lean Canvas |  Engineering Kanban |  Operations 5 Whys |
|---|---|---|---|
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 work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | 45-90 min | Ongoing | 15-30 min |
Participantsdifferent | 1-6 | 2-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Kanban board, WIP policies, Flow metrics | Root cause notes, Countermeasures |
Tagsno overlap | StartupLeanAssumptionsBusiness model | FlowVisual managementDelivery | Root causeIncidentLeanProblem solving |
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