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| Criterion |  Decision Making DACI |  Product Discovery Outcome-Driven Innovation |  Product Strategy OKRs |  Innovation Design Thinking |
|---|---|---|---|---|
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. | 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. | 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 | 30-60 min | Mehrere Wochen | 1-2 h Setup | 1 Tag bis mehrere Wochen |
Participantsdifferent | 2-10 | 2-6 researchers plus sample | 2-20 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | DACI Matrix, Decision Owner, Decision Log | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | OKR set, Measurement plan, Review cadence | Problem Statement, Prototype, Test Learnings |
Tagsno overlap | DecisionRolesGovernanceAlignment | OutcomesInnovationResearchQuantitative | GoalsAlignmentOutcomesMeasurement | InnovationPrototypeResearch |