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| Criterion |  Product Discovery Jobs to Be Done |  Product Discovery Kano Model |  Operations Process Mapping |  Operations After-Action Review |
|---|---|---|---|---|
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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 Wochen | 1-2 Tage | 1-3 h | 20-45 min |
Participantsdifferent | 5-12 Interviews | 10-50 | 3-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Job Stories, Outcome Statements, Opportunity List | Kano Matrix, Feature Classes, Priority Themes | Process Map, Handoff List, Improvement Backlog | Lessons learned, Action items, Event summary |
Tagsno overlap | CustomerOutcomesNeeds | SatisfactionPrioritizationCustomer | ProcessOperationsImprovement | LearningOperationsImprovement |