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| Criterion |  Delivery Value Stream Mapping |  Systems Thinking Leverage Points |  Business Strategy Ansoff Matrix |  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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | 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 | High | Low | High |
Timedifferent | 1-3 h | Half day | 45-90 min | 2-4 h |
Participantsdifferent | 4-10 | 3-12 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Leverage Map, Action Strategy | Ansoff Matrix, Growth Options, Risk Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | LeanFlowWasteDelivery | Systems thinkingChangeStrategy | GrowthStrategyMarketPortfolio | Theory of ConstraintsSystems thinkingChange |