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| Criterion |  Product Strategy Lean Canvas |  Innovation Reverse Brainstorming |  Product Discovery Assumption Mapping |  Innovation Brainstorming |
|---|---|---|---|---|
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 persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 45-90 min | 30-60 min | 45-60 min | 30-60 min |
Participantsdifferent | 1-6 | 3-12 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Reverse Ideas, Risk Themes, Solution Ideas | Assumption map, Test backlog, Risk ranking | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | StartupLeanAssumptionsBusiness model | BrainstormingIdeationCreativityRisk | AssumptionsRiskExperimentsValidation | BrainstormingIdeationCreativityWorkshopDivergence |