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| Criterion |  Product Strategy Lean Canvas |  Delivery Value Stream Mapping |  Systems Thinking Intervention Mapping |  Systems Thinking Evaporating Cloud |
|---|---|---|---|---|
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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 45-90 min | 1-3 h | 1-5 Tage | 60-120 min |
Participantsdifferent | 1-6 | 4-10 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Current-state map, Future-state map, Bottleneck list | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments |
Tagsno overlap | StartupLeanAssumptionsBusiness model | LeanFlowWasteDelivery | ChangeSystems thinkingCapability | Theory of ConstraintsAssumptionsSystems thinking |