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| Criterion |  Product Strategy Lean Canvas |  Innovation Lean Startup |  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. | 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. | 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 | Wochen bis Monate je Lernzyklus | 60-120 min | 2-4 h |
Participantsdifferent | 1-6 | 2-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | StartupLeanAssumptionsBusiness model | LeanStartupValidationMVP | Theory of ConstraintsAssumptionsSystems thinking | Theory of ConstraintsSystems thinkingChange |