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| Criterion |  Decision Making Decision Tree |  Product Discovery Outcome-Driven Innovation |  Business Strategy Business Model Canvas |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 30-90 min | Mehrere Wochen | 1-2 h | 1-4 Wochen |
Participantsdifferent | 1-6 | 2-6 researchers plus sample | 2-8 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Business Model Canvas, Assumption List, Business Hypotheses | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | DecisionTreeOptions | OutcomesInnovationResearchQuantitative | Business modelStrategyValueInnovation | ForecastingExpertsDecisionStrategy |