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| Criterion |  Product Strategy Lean Canvas |  Engineering Kanban |  Systems Thinking Evaporating Cloud |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 45-90 min | Ongoing | 60-120 min | 2-4 h |
Participantsdifferent | 1-6 | 2-12 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Kanban board, WIP policies, Flow metrics | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | StartupLeanAssumptionsBusiness model | FlowVisual managementDelivery | Theory of ConstraintsAssumptionsSystems thinking | Theory of ConstraintsSystems thinkingChange |