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| Criterion |  Innovation Design Thinking |  Business Strategy Business Model Canvas |  Decision Making OODA Loop |  Business Strategy Blue Ocean Strategy Canvas |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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 | High | Medium | Medium | Medium |
Timedifferent | 1 Tag bis mehrere Wochen | 1-2 h | 15-60 min je Zyklus | 2-4 h |
Participantsdifferent | 4-10 | 2-8 | 1-8 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Business Model Canvas, Assumption List, Business Hypotheses | Situation Assessment, Decision Loop, Action Updates | Strategy Canvas, Value Curve, ERRC Actions |
Tagsno overlap | InnovationPrototypeResearch | Business modelStrategyValueInnovation | DecisionChangeLearningStrategy | StrategyPositioningInnovationValue |