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| Criterion |  Operations ABC Analysis |  Innovation Design Thinking |  Product Discovery Opportunity Scoring |
|---|---|---|---|
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. | When opportunities need ranking by their effect, it makes importance and satisfaction directly comparable. It separates problem, assumption, solution, and evidence. The result is captured as an opportunity-score table and top outcomes. |
Complexitydifferent | Low | High | Medium |
Timedifferent | 30-60 min | 1 Tag bis mehrere Wochen | 60-120 min |
Participantsdifferent | 1-5 | 4-10 | 3-6 |
Formatdifferent | Async | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Problem Statement, Prototype, Test Learnings | Opportunity Score Table, Top Outcomes |
Tagsno overlap | PrioritizationOperationsPortfolio | InnovationPrototypeResearch | PrioritizationDiscoveryOutcomesNeeds |
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