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| Criterion |  Product Strategy Lean Canvas |  Delivery Value Stream Mapping |  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. | 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. | 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 | High |
Timedifferent | 45-90 min | 1-3 h | 2-4 h |
Participantsdifferent | 1-6 | 4-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Current-state map, Future-state map, Bottleneck list | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | StartupLeanAssumptionsBusiness model | LeanFlowWasteDelivery | Theory of ConstraintsSystems thinkingChange |
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