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| Criterion |  Innovation Design Thinking |  Business Strategy PESTLE Analysis |  Business Strategy SWOT Analysis |  Innovation Design Sprint |
|---|---|---|---|---|
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. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. | 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. |
Complexitydifferent | High | Medium | Low | High |
Timedifferent | 1 Tag bis mehrere Wochen | 1-3 h | 30-60 min | 4-5 Tage |
Participantsdifferent | 4-10 | 2-10 | 3-12 | 5-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Problem Statement, Prototype, Test Learnings | PESTLE Map, External Risks, Strategic Questions | SWOT matrix, Strategic options, Action list | Prototype, Test Findings, Decision Rationale |
Tagsno overlap | InnovationPrototypeResearch | StrategyMarketAnalysis | StrategyAnalysisMarketPositioning | Design sprintPrototypeValidationInnovation |