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| Criterion |  Product Discovery Jobs to Be Done |  Innovation Lean Startup |  Product Discovery Opportunity Scoring |  Product Discovery Concierge MVP |
|---|---|---|---|---|
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 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. | When an idea can first fail or grow through genuine hands-on support, it relies on manual work instead of automation. It shows whether user value holds up even under manual execution. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 Wochen | Wochen bis Monate je Lernzyklus | 60-120 min | 1-4 Wochen |
Participantsdifferent | 5-12 Interviews | 2-8 | 3-6 | 3-10 Kunden |
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 | Opportunity Score Table, Top Outcomes | Concierge Learnings, Service Blueprint, MVP Risks |
Tagsno overlap | CustomerOutcomesNeeds | LeanStartupValidationMVP | PrioritizationDiscoveryOutcomesNeeds | MVPValidationServiceDiscovery |