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| Criterion |  Operations ABC Analysis |  Product Discovery Jobs to Be Done |  Innovation Design Charrette |  Innovation Brainstorming |
|---|---|---|---|---|
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. | When switching motives and progress are unclear, it reconstructs the situation from real customer circumstances. It shows why a switch happens and what kind of progress is being sought. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-60 min | 1-3 Wochen | Halber Tag bis mehrere Tage | 30-60 min |
Participantsdifferent | 1-5 | 5-12 Interviews | 10-50 | 4-12 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Job Stories, Outcome Statements, Opportunity List | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | PrioritizationOperationsPortfolio | CustomerOutcomesNeeds | BrainstormingWorkshopCollaborationIdeation | BrainstormingIdeationCreativityWorkshopDivergence |