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| Criterion |  Operations Bottleneck Analysis |  Decision Making Decision Tree |  Product Discovery Outcome-Driven Innovation |  Product Strategy OKRs |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-3 h | 30-90 min | Mehrere Wochen | 1-2 h Setup |
Participantsdifferent | 3-8 | 1-6 | 2-6 researchers plus sample | 2-20 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Decision Tree, Option Map, Assumption List | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | OKR set, Measurement plan, Review cadence |
Tagsno overlap | FlowMeasurementConstraints | DecisionTreeOptions | OutcomesInnovationResearchQuantitative | GoalsAlignmentOutcomesMeasurement |