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| Criterion |  Systems Thinking Leverage Points |  Business Strategy Value Chain Analysis |  Product Discovery Smoke Test |  Product Discovery Fake Door Test |
|---|---|---|---|---|
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 demand only needs to be roughly verified, it tests interest with minimal effort. It measures whether people would take a next step at all. | When demand is still unclear, it measures interest in a feature before it is built. It separates real behavior from polite agreement and deliberately keeps build effort small. |
Complexitydifferent | High | High | Low | Medium |
Timedifferent | Half day | Half day | 1-5 Tage | 1-5 Tage |
Participantsdifferent | 3-12 | 3-8 | Nutzertraffic | Nutzertraffic |
Formatdifferent | Workshop | Workshop | Async | Async |
Outputdifferent | Leverage Map, Action Strategy | Value Chain Map, Lever List | Interest Metrics, Conversion Signal, Learning Note | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | Systems thinkingChangeStrategy | StrategyBusiness modelDiagnosisAnalysis | ValidationExperimentsDemandGrowth | ValidationExperimentsDemandDiscovery |