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| Criterion |  Operations After-Action Review |  Product Discovery Outcome-Driven Innovation |  Operations Process Mapping |  Innovation Design Thinking |
|---|---|---|---|---|
Purposedifferent | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. |
Complexitydifferent | Low | High | Medium | High |
Timedifferent | 20-45 min | Mehrere Wochen | 1-3 h | 1 Tag bis mehrere Wochen |
Participantsdifferent | 3-12 | 2-6 researchers plus sample | 3-10 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Process Map, Handoff List, Improvement Backlog | Problem Statement, Prototype, Test Learnings |
Tagsno overlap | LearningOperationsImprovement | OutcomesInnovationResearchQuantitative | ProcessOperationsImprovement | InnovationPrototypeResearch |