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| Criterion |  Operations ABC Analysis |  Product Discovery Opportunity Scoring |  Innovation Design Thinking |  Product Discovery Jobs to Be Done |
|---|---|---|---|---|
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 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. | 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 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. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 30-60 min | 60-120 min | 1 Tag bis mehrere Wochen | 1-3 Wochen |
Participantsdifferent | 1-5 | 3-6 | 4-10 | 5-12 Interviews |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Opportunity Score Table, Top Outcomes | Problem Statement, Prototype, Test Learnings | Job Stories, Outcome Statements, Opportunity List |
Tagsno overlap | PrioritizationOperationsPortfolio | PrioritizationDiscoveryOutcomesNeeds | InnovationPrototypeResearch | CustomerOutcomesNeeds |