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| Criterion |  Innovation Lean Startup |  Systems Thinking Leverage Points |  Business Strategy Value Chain Analysis |
|---|---|---|---|
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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. |
Complexitydifferent | Medium | High | High |
Timedifferent | Wochen bis Monate je Lernzyklus | Half day | Half day |
Participantsdifferent | 2-8 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Leverage Map, Action Strategy | Value Chain Map, Lever List |
Tagsno overlap | LeanStartupValidationMVP | Systems thinkingChangeStrategy | StrategyBusiness modelDiagnosisAnalysis |
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