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| Criterion |  Product Strategy Lean Canvas |  Agile WSJF |  Engineering Kanban |  Innovation Lean Startup |
|---|---|---|---|---|
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 many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 45-90 min | 45-90 min | Ongoing | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 1-6 | 3-10 | 2-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Ranked Backlog, Cost-of-Delay Assumptions | Kanban board, WIP policies, Flow metrics | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | StartupLeanAssumptionsBusiness model | LeanEconomicsSequencePrioritization | FlowVisual managementDelivery | LeanStartupValidationMVP |