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| Criterion |  Delivery Value Stream Mapping |  Systems Thinking Systems Mapping |  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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 1-3 h | 60-120 min | 45-90 min |
Participantsdifferent | 4-10 | 3-12 | 2-8 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | System Map, Dependencies, Leverage Points | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | LeanFlowWasteDelivery | Systems thinkingMappingBoundariesChange | Theory of ConstraintsAssumptionsSystems thinking | StartupLeanAssumptionsBusiness model |