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| Criterion |  Product Discovery Jobs to Be Done |  Operations Gemba Walk |  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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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 | 30-120 min | 30-60 min | 60-120 min |
Participantsdifferent | 5-12 Interviews | 2-6 | 1-5 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Job Stories, Outcome Statements, Opportunity List | Observation Notes, Improvement Ideas | ABC Classification, Focus Rules, Control List | Opportunity Score Table, Top Outcomes |
Tagsno overlap | CustomerOutcomesNeeds | LeanObservationProcessOperations | PrioritizationOperationsPortfolio | PrioritizationDiscoveryOutcomesNeeds |