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| Criterion |  Innovation Lean Startup |  Architecture Risk Storming |  Business Strategy Value Chain Analysis |  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. | Helps clarify architecture context, options, and consequences in concrete terms. It organizes technical context, alternatives, and consequences. The result is captured as an Annotated Diagram, a Prioritized Risk List, and an Action Backlog. | 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. | 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 | Low | High | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | 60-90 min | Half day | 45-90 min |
Participantsdifferent | 2-8 | 4-12 | 3-8 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Annotated Diagram, Prioritized Risk List, Action Backlog | Value Chain Map, Lever List | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | LeanStartupValidationMVP | RiskArchitectureWorkshopValidation | StrategyBusiness modelDiagnosisAnalysis | StartupLeanAssumptionsBusiness model |