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| Criterion |  Product Discovery Jobs to Be Done |  Product Discovery Kano Model |  Innovation Design Sprint |  Innovation Design Thinking |
|---|---|---|---|---|
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 features need to be distinguished by their effect on satisfaction, it makes expectations and surprises comparable. It separates basic needs, performance contribution, and delight. | 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. | 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. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 1-3 Wochen | 1-2 Tage | 4-5 Tage | 1 Tag bis mehrere Wochen |
Participantsdifferent | 5-12 Interviews | 10-50 | 5-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Job Stories, Outcome Statements, Opportunity List | Kano Matrix, Feature Classes, Priority Themes | Prototype, Test Findings, Decision Rationale | Problem Statement, Prototype, Test Learnings |
Tagsno overlap | CustomerOutcomesNeeds | SatisfactionPrioritizationCustomer | Design sprintPrototypeValidationInnovation | InnovationPrototypeResearch |