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| Criterion |  Delivery Value Stream Mapping |  Systems Thinking Systems Mapping |  Product Strategy Lean Canvas |  Systems Thinking Intervention Mapping |
|---|---|---|---|---|
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. | 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-3 h | 1-3 h | 45-90 min | 1-5 Tage |
Participantsdifferent | 4-10 | 3-12 | 1-6 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | System Map, Dependencies, Leverage Points | Lean Canvas, Core Assumptions, Experiment Backlog | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | LeanFlowWasteDelivery | Systems thinkingMappingBoundariesChange | StartupLeanAssumptionsBusiness model | ChangeSystems thinkingCapability |