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| Criterion |  Decision Making Decision Rights Mapping |  Product Discovery Outcome-Driven Innovation |  Product Strategy OKRs |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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. | 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 90-180 min | Mehrere Wochen | 1-2 h Setup | 30-60 min |
Participantsdifferent | 4-12 | 2-6 researchers plus sample | 2-20 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | OKR set, Measurement plan, Review cadence | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | OutcomesInnovationResearchQuantitative | GoalsAlignmentOutcomesMeasurement | DecisionRolesGovernanceAlignment |