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| Criterion |  Delivery Value Stream Mapping |  Systems Thinking Future Reality Tree |  Systems Thinking Evaporating Cloud |  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. | 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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 1-3 h | 2-4 h | 60-120 min | 45-90 min |
Participantsdifferent | 4-10 | 3-8 | 2-8 | 1-6 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | LeanFlowWasteDelivery | Theory of ConstraintsSystems thinkingChange | Theory of ConstraintsAssumptionsSystems thinking | StartupLeanAssumptionsBusiness model |