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| Criterion |  Delivery Value Stream Mapping |  Product Strategy Lean Canvas |  Systems Thinking Intervention Mapping |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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 | High | High |
Timedifferent | 1-3 h | 45-90 min | 1-5 Tage | 2-4 h |
Participantsdifferent | 4-10 | 1-6 | 4-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Lean Canvas, Core Assumptions, Experiment Backlog | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | LeanFlowWasteDelivery | StartupLeanAssumptionsBusiness model | ChangeSystems thinkingCapability | Theory of ConstraintsSystems thinkingChange |