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| Criterion |  Systems Thinking Leverage Points |  Business Strategy Value Chain Analysis |  Product Strategy Lean Canvas |  Product Strategy DIBB |
|---|---|---|---|---|
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. | 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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | High | High | Medium | Low |
Timedifferent | Half day | Half day | 45-90 min | 1-2 h |
Participantsdifferent | 3-12 | 3-8 | 1-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Value Chain Map, Lever List | Lean Canvas, Core Assumptions, Experiment Backlog | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | Systems thinkingChangeStrategy | StrategyBusiness modelDiagnosisAnalysis | StartupLeanAssumptionsBusiness model | StrategyDecisionAssumptionsHypothesis |