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| Criterion |  Product Strategy Lean Canvas |  Team Design Team Topologies Interaction Modes |  Innovation Lean Startup |  Facilitation Team Charter |
|---|---|---|---|---|
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 several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | 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. | When a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 45-90 min | Half day | Wochen bis Monate je Lernzyklus | 2-4 h |
Participantsdifferent | 1-6 | Team-Leads plus Architecture | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Interaction Heat Map, Agreements per Pair | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Team Charter, Working Norms, Role Notes |
Tagsno overlap | StartupLeanAssumptionsBusiness model | TeamAlignmentCollaborationOrganization | LeanStartupValidationMVP | TeamAlignmentCollaboration |