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| Criterion |  Decision Making DACI |  Decision Making RAPID |  Product Discovery Outcome-Driven Innovation |  Product Strategy OKRs |
|---|---|---|---|---|
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. | 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. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 30-60 min | 45-90 min | Mehrere Wochen | 1-2 h Setup |
Participantsdifferent | 2-10 | 3-12 | 2-6 researchers plus sample | 2-20 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | DACI Matrix, Decision Owner, Decision Log | RAPID Role Map, Recommendation, Decision Log | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | OKR set, Measurement plan, Review cadence |
Tagsno overlap | DecisionRolesGovernanceAlignment | DecisionRolesGovernance | OutcomesInnovationResearchQuantitative | GoalsAlignmentOutcomesMeasurement |