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| Criterion |  Innovation Design Sprint |  Operations Getting Things Done |  Operations Weekly Review |  Innovation Design Thinking |
|---|---|---|---|---|
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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | 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 | High | Medium | Low | High |
Timedifferent | 4-5 Tage | 1-2 h Setup, laufend | 30-60 min | 1 Tag bis mehrere Wochen |
Participantsdifferent | 5-8 | 1 | 1 | 4-10 |
Formatdifferent | Workshop | Async | Async | Workshop |
Outputdifferent | Prototype, Test Findings, Decision Rationale | Action Lists, Project List, Review Routine | Updated Task System, Weekly Focus, Next Actions | Problem Statement, Prototype, Test Learnings |
Tagsno overlap | Design sprintPrototypeValidationInnovation | ProductivityPlanningTasksExecution | ProductivityExecutionPlanning | InnovationPrototypeResearch |