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| Criterion |  Operations Waste Analysis |  Systems Thinking Future Reality Tree |  Product Strategy Lean Canvas |  Innovation Lean Startup |
|---|---|---|---|---|
Purposedifferent | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | 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. | 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. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 45-120 min | 2-4 h | 45-90 min | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 2-8 | 3-8 | 1-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Lean Canvas, Core Assumptions, Experiment Backlog | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | WasteLeanProcess improvement | Theory of ConstraintsSystems thinkingChange | StartupLeanAssumptionsBusiness model | LeanStartupValidationMVP |