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| Criterion |  Product Strategy Lean Canvas |  Innovation Lean Startup |  Systems Thinking Intervention Mapping |  Product Discovery Assumption 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. | 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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 45-90 min | Wochen bis Monate je Lernzyklus | 1-5 Tage | 45-60 min |
Participantsdifferent | 1-6 | 2-8 | 4-12 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | StartupLeanAssumptionsBusiness model | LeanStartupValidationMVP | ChangeSystems thinkingCapability | AssumptionsRiskExperimentsValidation |