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| Criterion |  Systems Thinking Leverage Points |  Product Strategy Lean Canvas |  Business Strategy Value Chain Analysis |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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 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. | 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. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. |
Complexitydifferent | High | Medium | High | Medium |
Timedifferent | Half day | 45-90 min | Half day | 1-2 h |
Participantsdifferent | 3-12 | 1-6 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Lean Canvas, Core Assumptions, Experiment Backlog | Value Chain Map, Lever List | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | Systems thinkingChangeStrategy | StartupLeanAssumptionsBusiness model | StrategyBusiness modelDiagnosisAnalysis | Business modelStrategyValueInnovation |