View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations Waste Analysis |  Product Strategy Lean Canvas |  Systems Thinking Future Reality Tree |  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. | 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. | 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. | 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 | Medium | High | Medium |
Timedifferent | 45-120 min | 45-90 min | 2-4 h | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 2-8 | 1-6 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Lean Canvas, Core Assumptions, Experiment Backlog | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | WasteLeanProcess improvement | StartupLeanAssumptionsBusiness model | Theory of ConstraintsSystems thinkingChange | LeanStartupValidationMVP |