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| Criterion |  Innovation Lean Startup |  Business Strategy Value Chain Analysis |  Architecture Risk Storming |  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. | 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. | 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. | 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 | 60-90 min | 45-90 min |
Participantsdifferent | 2-8 | 3-8 | 4-12 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Value Chain Map, Lever List | Annotated Diagram, Prioritized Risk List, Action Backlog | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | LeanStartupValidationMVP | StrategyBusiness modelDiagnosisAnalysis | RiskArchitectureWorkshopValidation | StartupLeanAssumptionsBusiness model |