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| Criterion |  Systems Thinking Systems Mapping |  Product Discovery Outcome-Driven Innovation |  Systems Thinking Leverage Points |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
Purposedifferent | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. | 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. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 1-3 h | Mehrere Wochen | Half day | 1-2 h |
Participantsdifferent | 3-12 | 2-6 researchers plus sample | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Leverage Map, Action Strategy | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | Systems thinkingMappingBoundariesChange | OutcomesInnovationResearchQuantitative | Systems thinkingChangeStrategy | Business modelStrategyValueInnovation |