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Criterion
Design Thinking as a learning loop: an observation notebook, a focused problem statement, different idea sketches, a cardboard prototype and user-test notes. Feedback leads to new understanding.
Innovation
Design Thinking
Paper illustration of Lean Startup with its method-specific working model.
Innovation
Lean Startup
Paper illustration of Outcome-Driven Innovation with its method-specific working model.
Product Discovery
Outcome-Driven Innovation
Paper illustration of Five-Minute VC Check with its method-specific working model.
Business Strategy
5-Minuten VC-Check
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.For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight.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.The 5-Minute VC Check clarifies opportunities and strategic options at the earliest idea stage. It compares problem quality, customer willingness to pay, alternatives, differentiation, and market potential, and captures the result as a VC-check note, go/sharpen/park decision, and risk list.
Complexitydifferent
HighMediumHighLow
Timedifferent
1 Tag bis mehrere WochenWochen bis Monate je LernzyklusMehrere Wochen5-15 min
Participantsdifferent
4-102-82-6 researchers plus sample1-5
Formatdifferent
WorkshopWorkshop + asyncWorkshop + asyncWorkshop + async
Outputdifferent
Problem Statement, Prototype, Test LearningsHypothesis list, MVPs, Learning reports, Pivot or persevere decisionDesired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypothesesVC-check note, Go/sharpen/park decision, Risk and assumption list, Next validation step
Tagsno overlap
InnovationPrototypeResearch
LeanStartupValidationMVP
OutcomesInnovationResearchQuantitative
StartupValidationCompetition
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