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| Criterion |  Innovation Double Diamond |  Operations ABC Analysis |  Decision Making Decision Tree |  Product Strategy ICE Scoring |
|---|---|---|---|---|
Purposedifferent | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | When ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | Wochen bis Monate | 30-60 min | 30-90 min | 30-60 min |
Participantsdifferent | 3-12 | 1-5 | 1-6 | 2-8 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | ABC Classification, Focus Rules, Control List | Decision Tree, Option Map, Assumption List | ICE Table, Top Idea List |
Tagsno overlap | ProcessDivergenceInnovation | PrioritizationOperationsPortfolio | DecisionTreeOptions | PrioritizationScoringGrowthDecision |