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| Criterion |  Product Discovery Jobs to Be Done |  Product Discovery Kano Model |  Innovation Rapid Ideation |  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 decision needs to be prepared quickly, the method generates many solution-close variants in a short time. It deliberately relies on pace to undercut self-censorship and perfectionism. This quickly produces a usable field for prioritization and further work. | 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 | 5-20 min | 30-60 min |
Participantsdifferent | 5-12 Interviews | 10-50 | 1-20 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Job Stories, Outcome Statements, Opportunity List | Kano Matrix, Feature Classes, Priority Themes | Ideenpool, Roh-Shortlist, Cluster | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | CustomerOutcomesNeeds | SatisfactionPrioritizationCustomer | BrainstormingIdeationDivergenceSpeed | BrainstormingIdeationCreativityWorkshopDivergence |