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| Criterion |  Operations Bottleneck Analysis |  Product Discovery Outcome-Driven Innovation |  Product Strategy OKRs |  Product Strategy KPI Tree |
|---|---|---|---|---|
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. | 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. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 1-3 h | Mehrere Wochen | 1-2 h Setup | 90-180 min initial, dann laufend |
Participantsdifferent | 3-8 | 2-6 researchers plus sample | 2-20 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | OKR set, Measurement plan, Review cadence | KPI Tree, Owner List |
Tagsno overlap | FlowMeasurementConstraints | OutcomesInnovationResearchQuantitative | GoalsAlignmentOutcomesMeasurement | MetricsStrategyAlignmentMeasurement |