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| Criterion |  Operations ABC Analysis |  Innovation Design Thinking |  Operations Kaizen Event |  Product Discovery Outcome-Driven Innovation |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. |
Complexitydifferent | Low | High | Medium | High |
Timedifferent | 30-60 min | 1 Tag bis mehrere Wochen | 0.5-5 Tage | Mehrere Wochen |
Participantsdifferent | 1-5 | 4-10 | 4-10 | 2-6 researchers plus sample |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Problem Statement, Prototype, Test Learnings | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses |
Tagsno overlap | PrioritizationOperationsPortfolio | InnovationPrototypeResearch | LeanContinuous improvementOperations | OutcomesInnovationResearchQuantitative |