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| Criterion |  Decision Making DACI |  Innovation Design Thinking |  Decision Making RAPID |  Product Discovery Outcome-Driven Innovation |
|---|---|---|---|---|
Purposedifferent | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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. |
Complexitydifferent | Low | High | Medium | High |
Timedifferent | 30-60 min | 1 Tag bis mehrere Wochen | 45-90 min | Mehrere Wochen |
Participantsdifferent | 2-10 | 4-10 | 3-12 | 2-6 researchers plus sample |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | DACI Matrix, Decision Owner, Decision Log | Problem Statement, Prototype, Test Learnings | RAPID Role Map, Recommendation, Decision Log | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses |
Tagsno overlap | DecisionRolesGovernanceAlignment | InnovationPrototypeResearch | DecisionRolesGovernance | OutcomesInnovationResearchQuantitative |