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| Criterion |  Product Strategy Lean Canvas |  Business Strategy Value Chain Analysis |  Delivery Value Stream Mapping |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 45-90 min | Half day | 1-3 h | 1-2 h |
Participantsdifferent | 1-6 | 3-8 | 4-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Value Chain Map, Lever List | Current-state map, Future-state map, Bottleneck list | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | StartupLeanAssumptionsBusiness model | StrategyBusiness modelDiagnosisAnalysis | LeanFlowWasteDelivery | Business modelStrategyValueInnovation |