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| Criterion |  Systems Thinking Systems Mapping |  Delivery Value Stream Mapping |  Product Strategy Lean Canvas |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
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. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-3 h | 1-3 h | 45-90 min | 2-4 h |
Participantsdifferent | 3-12 | 4-10 | 1-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | System Map, Dependencies, Leverage Points | Current-state map, Future-state map, Bottleneck list | Lean Canvas, Core Assumptions, Experiment Backlog | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | Systems thinkingMappingBoundariesChange | LeanFlowWasteDelivery | StartupLeanAssumptionsBusiness model | Theory of ConstraintsSystems thinkingChange |