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| Criterion |  Delivery Value Stream Mapping |  Systems Thinking Systems Mapping |  Product Strategy Lean 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. | 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. | 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 | 1-3 h | 45-90 min | Ongoing |
Participantsdifferent | 4-10 | 3-12 | 1-6 | 2-12 |
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 | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | LeanFlowWasteDelivery | Systems thinkingMappingBoundariesChange | StartupLeanAssumptionsBusiness model | FlowVisual managementDelivery |