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| Criterion |  Decision Making Radar |  Product Strategy Lean Canvas |  Architecture C4 Model |  Innovation Lean Startup |
|---|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | 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. | The C4 Model makes a system legible across several resolution levels, from context down to code. It suits situations where different audiences need to understand the same architecture from different altitudes. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-2 h | 45-90 min | 1-4 h | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 2-10 | 1-6 | 1-5 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Lean Canvas, Core Assumptions, Experiment Backlog | Context Diagram, Container Diagram, Component Diagram | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | AssessmentPortfolioCapability | StartupLeanAssumptionsBusiness model | ArchitectureCommunicationVisualization | LeanStartupValidationMVP |