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| Criterion |  Innovation Lean Startup |  Systems Thinking Leverage Points |  Systems Thinking Intervention Mapping |  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. | 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. | 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 | High | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | Half day | 1-5 Tage | 45-90 min |
Participantsdifferent | 2-8 | 3-12 | 4-12 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Leverage Map, Action Strategy | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | LeanStartupValidationMVP | Systems thinkingChangeStrategy | ChangeSystems thinkingCapability | StartupLeanAssumptionsBusiness model |