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| Criterion |  Operations Waste Analysis |  Product Strategy Lean Canvas |  Systems Thinking Intervention Mapping |  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. | 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. | 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 | 1-5 Tage | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 2-8 | 1-6 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Lean Canvas, Core Assumptions, Experiment Backlog | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | WasteLeanProcess improvement | StartupLeanAssumptionsBusiness model | ChangeSystems thinkingCapability | LeanStartupValidationMVP |