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| Criterion |  Product Strategy Lean Canvas |  Agile NoEstimates |  Systems Thinking Future Reality Tree |  Innovation Lean Startup |
|---|---|---|---|---|
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 estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | 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. | 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 45-90 min | laufend | 2-4 h | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 1-6 | 2-12 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Throughput Data, Flow Forecast, Slicing Rules | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | StartupLeanAssumptionsBusiness model | EstimationForecastingFlow | Theory of ConstraintsSystems thinkingChange | LeanStartupValidationMVP |