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| Criterion |  Innovation Design Thinking |  Decision Making Decision Rights Mapping |  Product Discovery Outcome-Driven Innovation |  Product Strategy OKRs |
|---|---|---|---|---|
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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. |
Complexitydifferent | High | Medium | High | Medium |
Timedifferent | 1 Tag bis mehrere Wochen | 90-180 min | Mehrere Wochen | 1-2 h Setup |
Participantsdifferent | 4-10 | 4-12 | 2-6 researchers plus sample | 2-20 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Decision Rights Matrix, Agreement | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | OKR set, Measurement plan, Review cadence |
Tagsno overlap | InnovationPrototypeResearch | DecisionGovernanceAlignmentResponsibility | OutcomesInnovationResearchQuantitative | GoalsAlignmentOutcomesMeasurement |