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| Criterion |  Operations Waste Analysis |  Systems Thinking Systems Mapping |  Innovation Lean Startup |  Systems Thinking Intervention Mapping |
|---|---|---|---|---|
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. | 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. | 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. | 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 | Low | Medium | Medium | High |
Timedifferent | 45-120 min | 1-3 h | Wochen bis Monate je Lernzyklus | 1-5 Tage |
Participantsdifferent | 2-8 | 3-12 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | System Map, Dependencies, Leverage Points | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | WasteLeanProcess improvement | Systems thinkingMappingBoundariesChange | LeanStartupValidationMVP | ChangeSystems thinkingCapability |