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| Criterion |  Innovation Design Sprint |  Innovation Design Thinking |  Decision Making Constraint Analysis |  Decision Making Pre-Mortem |
|---|---|---|---|---|
Purposedifferent | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | 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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. |
Complexitydifferent | High | High | Low | Low |
Timedifferent | 4-5 Tage | 1 Tag bis mehrere Wochen | 30-90 min | 20–45 min |
Participantsdifferent | 5-8 | 4-10 | 2-8 | Small cross-functional group |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Prototype, Test Findings, Decision Rationale | Problem Statement, Prototype, Test Learnings | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | Design sprintPrototypeValidationInnovation | InnovationPrototypeResearch | ConstraintsDecisionPlanningOptions | RiskDecisionFailurePlanning |