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| Criterion |  Product Strategy Lean Canvas |  Engineering Kanban |  Systems Thinking Future Reality Tree |  Delivery Value Stream Mapping |
|---|---|---|---|---|
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. | 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. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 45-90 min | Ongoing | 2-4 h | 1-3 h |
Participantsdifferent | 1-6 | 2-12 | 3-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Kanban board, WIP policies, Flow metrics | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | StartupLeanAssumptionsBusiness model | FlowVisual managementDelivery | Theory of ConstraintsSystems thinkingChange | LeanFlowWasteDelivery |