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| Criterion |  Product Discovery Jobs to Be Done |  Operations After-Action Review |  Operations ABC Analysis |  Product Discovery Opportunity Scoring |
|---|---|---|---|---|
Purposedifferent | When switching motives and progress are unclear, it reconstructs the situation from real customer circumstances. It shows why a switch happens and what kind of progress is being sought. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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. | When opportunities need ranking by their effect, it makes importance and satisfaction directly comparable. It separates problem, assumption, solution, and evidence. The result is captured as an opportunity-score table and top outcomes. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-3 Wochen | 20-45 min | 30-60 min | 60-120 min |
Participantsdifferent | 5-12 Interviews | 3-12 | 1-5 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Job Stories, Outcome Statements, Opportunity List | Lessons learned, Action items, Event summary | ABC Classification, Focus Rules, Control List | Opportunity Score Table, Top Outcomes |
Tagsno overlap | CustomerOutcomesNeeds | LearningOperationsImprovement | PrioritizationOperationsPortfolio | PrioritizationDiscoveryOutcomesNeeds |