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| Criterion |  Systems Thinking Leverage Points |  Innovation Lean Startup |  Business Strategy Business Model Stress Test |  Product Strategy Lean 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. | 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. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | 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 | High | Medium | High | Medium |
Timedifferent | Half day | Wochen bis Monate je Lernzyklus | Half day | 45-90 min |
Participantsdifferent | 3-12 | 2-8 | 3-8 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Stress Test Report, Action Plan per Scenario | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | Systems thinkingChangeStrategy | LeanStartupValidationMVP | StrategyBusiness modelRiskDiagnosis | StartupLeanAssumptionsBusiness model |