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| Criterion |  Innovation Lean Startup |  Systems Thinking Leverage Points |  Product Strategy DIBB |  Product Strategy Lean Canvas |
|---|---|---|---|---|
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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | 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. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | Half day | 1-2 h | 45-90 min |
Participantsdifferent | 2-8 | 3-12 | 2-8 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Leverage Map, Action Strategy | DIBB document, Belief list, Bet list, Learning report | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | LeanStartupValidationMVP | Systems thinkingChangeStrategy | StrategyDecisionAssumptionsHypothesis | StartupLeanAssumptionsBusiness model |