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| Criterion |  Product Discovery Jobs to Be Done |  Product Discovery Opportunity Scoring |  Innovation Lean Startup |  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. | 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. | 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 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 | 60-120 min | Wochen bis Monate je Lernzyklus | 1-4 Wochen |
Participantsdifferent | 5-12 Interviews | 3-6 | 2-8 | 3-10 Kunden |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Job Stories, Outcome Statements, Opportunity List | Opportunity Score Table, Top Outcomes | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Concierge Learnings, Service Blueprint, MVP Risks |
Tagsno overlap | CustomerOutcomesNeeds | PrioritizationDiscoveryOutcomesNeeds | LeanStartupValidationMVP | MVPValidationServiceDiscovery |