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| Criterion |  Facilitation Storytelling |  Product Strategy Lean Canvas |  Delivery Communication Plan |  Innovation Lean Startup |
|---|---|---|---|---|
Purposedifferent | When an insight needs to have an effect, storytelling translates dry facts into a comprehensible development. It combines context, tension, and consequence into a form that people remember and pass on more easily. | 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. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | 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 | 45-120 min | 45-90 min | 45-90 min | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 1-6 | 1-6 | 2-6 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Narrative Outline, Key Message, Story Arc | Lean Canvas, Core Assumptions, Experiment Backlog | Communication Plan, Channel Matrix, Message Cadence | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | CommunicationNarrativeStakeholdersFacilitation | StartupLeanAssumptionsBusiness model | CommunicationStakeholdersDeliveryPlanning | LeanStartupValidationMVP |