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| Criterion |  Product Discovery Jobs to Be Done |  Product Discovery Kano Model |  Innovation Rapid Ideation |  Innovation Lotus Blossom |
|---|---|---|---|---|
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 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 Wochen | 1-2 Tage | 5-20 min | 45-90 min |
Participantsdifferent | 5-12 Interviews | 10-50 | 1-20 | 3-10 |
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 | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | CustomerOutcomesNeeds | SatisfactionPrioritizationCustomer | BrainstormingIdeationDivergenceSpeed | BrainstormingIdeationCreativityDivergenceWorkshop |