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| Criterion |  Product Strategy Lean Canvas |  Decision Making OODA Loop |  Business Strategy Business Model Canvas |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 45-90 min | 15-60 min je Zyklus | 1-2 h | 45-90 min |
Participantsdifferent | 1-6 | 1-8 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Situation Assessment, Decision Loop, Action Updates | Business Model Canvas, Assumption List, Business Hypotheses | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | StartupLeanAssumptionsBusiness model | DecisionChangeLearningStrategy | Business modelStrategyValueInnovation | ChangeDecisionStrategy |