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| Criterion |  Decision Making Decision Rights Mapping |  Decision Making RAPID |  Product Discovery Outcome-Driven Innovation |  Innovation Design Thinking |
|---|---|---|---|---|
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. | 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. | 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 | Medium | Medium | High | High |
Timedifferent | 90-180 min | 45-90 min | Mehrere Wochen | 1 Tag bis mehrere Wochen |
Participantsdifferent | 4-12 | 3-12 | 2-6 researchers plus sample | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | RAPID Role Map, Recommendation, Decision Log | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Problem Statement, Prototype, Test Learnings |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | DecisionRolesGovernance | OutcomesInnovationResearchQuantitative | InnovationPrototypeResearch |