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| Criterion |  Product Strategy Lean Canvas |  Systems Thinking Systems Mapping |  Growth A/B Testing |  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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | When two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. | 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 | 1-3 h | 1-4 Wochen | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 1-6 | 3-12 | 1-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | System Map, Dependencies, Leverage Points | Experiment results, Decision log, Learning summary | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | StartupLeanAssumptionsBusiness model | Systems thinkingMappingBoundariesChange | ExperimentsGrowthAnalyticsValidation | LeanStartupValidationMVP |