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| Criterion |  Product Strategy Lean Canvas |  Delivery Value Stream Mapping |  Operations Causal Factor Analysis |  Systems Thinking Current 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. | 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. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 45-90 min | 1-3 h | 2-6 h | 2-6 h |
Participantsdifferent | 1-6 | 4-10 | 3-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Current-state map, Future-state map, Bottleneck list | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | StartupLeanAssumptionsBusiness model | LeanFlowWasteDelivery | CausalityIncidentRoot causeTimeline | Systems thinkingRoot causeConstraintsCausality |