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| Criterion |  Systems Thinking Leverage Points |  Product Discovery Assumption Mapping |  Business Strategy Value Chain Analysis |  Growth A/B Testing |
|---|---|---|---|---|
Purposedifferent | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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 two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. |
Complexitydifferent | High | Medium | High | High |
Timedifferent | Half day | 45-60 min | Half day | 1-4 Wochen |
Participantsdifferent | 3-12 | 2-8 | 3-8 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Async |
Outputdifferent | Leverage Map, Action Strategy | Assumption map, Test backlog, Risk ranking | Value Chain Map, Lever List | Experiment results, Decision log, Learning summary |
Tagsno overlap | Systems thinkingChangeStrategy | AssumptionsRiskExperimentsValidation | StrategyBusiness modelDiagnosisAnalysis | ExperimentsGrowthAnalyticsValidation |