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| Criterion |  Delivery Value Stream Mapping |  Systems Thinking Future Reality Tree |  Product Strategy Lean Canvas |  Innovation Lean Startup |
|---|---|---|---|---|
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. | 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. | 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 | High | Medium | Medium |
Timedifferent | 1-3 h | 2-4 h | 45-90 min | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 4-10 | 3-8 | 1-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Lean Canvas, Core Assumptions, Experiment Backlog | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | LeanFlowWasteDelivery | Theory of ConstraintsSystems thinkingChange | StartupLeanAssumptionsBusiness model | LeanStartupValidationMVP |