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| Criterion |  Product Strategy Lean Canvas |  Systems Thinking Systems Mapping |  Business Strategy 5-Minuten VC-Check |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
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. | The 5-Minute VC Check clarifies opportunities and strategic options at the earliest idea stage. It compares problem quality, customer willingness to pay, alternatives, differentiation, and market potential, and captures the result as a VC-check note, go/sharpen/park decision, and risk list. | 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. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 45-90 min | 1-3 h | 5-15 min | 2-4 h |
Participantsdifferent | 1-6 | 3-12 | 1-5 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | System Map, Dependencies, Leverage Points | VC-check note, Go/sharpen/park decision, Risk and assumption list, Next validation step | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | StartupLeanAssumptionsBusiness model | Systems thinkingMappingBoundariesChange | StartupValidationCompetition | Theory of ConstraintsSystems thinkingChange |