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| Criterion |  Product Discovery Jobs to Be Done |  Product Discovery Kano Model |  Innovation Lotus Blossom |  Innovation Brainstorming |
|---|---|---|---|---|
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 a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 Wochen | 1-2 Tage | 45-90 min | 30-60 min |
Participantsdifferent | 5-12 Interviews | 10-50 | 3-10 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Job Stories, Outcome Statements, Opportunity List | Kano Matrix, Feature Classes, Priority Themes | Lotus Diagram, Idea Themes, Shortlist | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | CustomerOutcomesNeeds | SatisfactionPrioritizationCustomer | BrainstormingIdeationCreativityDivergenceWorkshop | BrainstormingIdeationCreativityWorkshopDivergence |