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| Criterion |  Product Discovery Jobs to Be Done |  Innovation Lean Startup |  Product Strategy Lean Canvas |  Product Discovery Opportunity Scoring |
|---|---|---|---|---|
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. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | When opportunities need ranking by their effect, it makes importance and satisfaction directly comparable. It separates problem, assumption, solution, and evidence. The result is captured as an opportunity-score table and top outcomes. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 Wochen | Wochen bis Monate je Lernzyklus | 45-90 min | 60-120 min |
Participantsdifferent | 5-12 Interviews | 2-8 | 1-6 | 3-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Job Stories, Outcome Statements, Opportunity List | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Lean Canvas, Core Assumptions, Experiment Backlog | Opportunity Score Table, Top Outcomes |
Tagsno overlap | CustomerOutcomesNeeds | LeanStartupValidationMVP | StartupLeanAssumptionsBusiness model | PrioritizationDiscoveryOutcomesNeeds |