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| Criterion |  Innovation Lean Startup |  Systems Thinking Leverage Points |  Business Strategy Ansoff Matrix |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
Purposedifferent | 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | 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 | High | Low | High |
Timedifferent | Wochen bis Monate je Lernzyklus | Half day | 45-90 min | 2-4 h |
Participantsdifferent | 2-8 | 3-12 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Leverage Map, Action Strategy | Ansoff Matrix, Growth Options, Risk Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | LeanStartupValidationMVP | Systems thinkingChangeStrategy | GrowthStrategyMarketPortfolio | Theory of ConstraintsSystems thinkingChange |