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| Criterion |  Delivery Value Stream Mapping |  Product Discovery Assumption Mapping |  Business Strategy VRIO Framework |  Product Strategy Lean Canvas |
|---|---|---|---|---|
Purposedifferent | 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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 45-60 min | 90-180 min | 45-90 min |
Participantsdifferent | 4-10 | 2-8 | 3-6 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Assumption map, Test backlog, Risk ranking | VRIO Table, Strategic Actions | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | LeanFlowWasteDelivery | AssumptionsRiskExperimentsValidation | StrategyDiagnosisBusiness modelCapability | StartupLeanAssumptionsBusiness model |