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| Criterion |  Innovation Design Sprint |  Innovation Design Thinking |  Business Strategy Value Chain Analysis |
|---|---|---|---|
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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. |
Complexitysame | High | High | High |
Timedifferent | 4-5 Tage | 1 Tag bis mehrere Wochen | Half day |
Participantsdifferent | 5-8 | 4-10 | 3-8 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Prototype, Test Findings, Decision Rationale | Problem Statement, Prototype, Test Learnings | Value Chain Map, Lever List |
Tagsno overlap | Design sprintPrototypeValidationInnovation | InnovationPrototypeResearch | StrategyBusiness modelDiagnosisAnalysis |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
