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| Criterion |  Decision Making Decision Tree |  Product Discovery Outcome-Driven Innovation |  Decision Making Delphi Method |  Business Strategy Blue Ocean Strategy Canvas |
|---|---|---|---|---|
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. | 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. | The Blue Ocean Strategy Canvas shows how an offering is positioned relative to the market. Differentiation thereby becomes tangible in value factors instead of merely being claimed. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 30-90 min | Mehrere Wochen | 1-4 Wochen | 2-4 h |
Participantsdifferent | 1-6 | 2-6 researchers plus sample | 6-30 Experten | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Expert Forecast, Consensus Range, Assumption Notes | Strategy Canvas, Value Curve, ERRC Actions |
Tagsno overlap | DecisionTreeOptions | OutcomesInnovationResearchQuantitative | ForecastingExpertsDecisionStrategy | StrategyPositioningInnovationValue |