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| Criterion |  Innovation Design Thinking |  Product Discovery Kano Model |  Business Strategy Three Horizons |  Operations ABC Analysis |
|---|---|---|---|---|
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. | When features need to be distinguished by their effect on satisfaction, it makes expectations and surprises comparable. It separates basic needs, performance contribution, and delight. | Three Horizons helps clarify strategic options across different timeframes. It compares strengths, risks, market logic, and investment choices, and captures the result as a horizon map, portfolio view, and initiatives per horizon. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 1 Tag bis mehrere Wochen | 1-2 Tage | Halbtags-Workshop, dann iterativ | 30-60 min |
Participantsdifferent | 4-10 | 10-50 | 3-12 | 1-5 |
Formatdifferent | Workshop | Workshop + async | Workshop | Async |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Kano Matrix, Feature Classes, Priority Themes | Horizon map, Portfolio view, Initiatives per horizon, Resource plan | ABC Classification, Focus Rules, Control List |
Tagsno overlap | InnovationPrototypeResearch | SatisfactionPrioritizationCustomer | StrategyInnovationPortfolioForesight | PrioritizationOperationsPortfolio |