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| Criterion |  Operations Change Analysis |  Innovation Design Thinking |  Product Discovery Concierge MVP |  Product Discovery Fake Door Test |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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 an idea can first fail or grow through genuine hands-on support, it relies on manual work instead of automation. It shows whether user value holds up even under manual execution. | When demand is still unclear, it measures interest in a feature before it is built. It separates real behavior from polite agreement and deliberately keeps build effort small. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 45-120 min | 1 Tag bis mehrere Wochen | 1-4 Wochen | 1-5 Tage |
Participantsdifferent | 2-6 | 4-10 | 3-10 Kunden | Nutzertraffic |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Problem Statement, Prototype, Test Learnings | Concierge Learnings, Service Blueprint, MVP Risks | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | InnovationPrototypeResearch | MVPValidationServiceDiscovery | ValidationExperimentsDemandDiscovery |