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| Criterion |  Delivery Value Stream Mapping |  Product Strategy Lean Canvas |  Business Strategy Business Model Canvas |  Engineering Kanban |
|---|---|---|---|---|
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 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. | 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. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 45-90 min | 1-2 h | Ongoing |
Participantsdifferent | 4-10 | 1-6 | 2-8 | 2-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Lean Canvas, Core Assumptions, Experiment Backlog | Business Model Canvas, Assumption List, Business Hypotheses | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | LeanFlowWasteDelivery | StartupLeanAssumptionsBusiness model | Business modelStrategyValueInnovation | FlowVisual managementDelivery |