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| Criterion |  Product Discovery Jobs to Be Done |  Operations Root Cause Analysis |  Decision Making Pareto Analysis |  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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 Wochen | 1-4 h | 30-60 min | 60-120 min |
Participantsdifferent | 5-12 Interviews | 3-8 | 1-6 | 3-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Job Stories, Outcome Statements, Opportunity List | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Pareto Chart, Top Causes, Focus List | Opportunity Score Table, Top Outcomes |
Tagsno overlap | CustomerOutcomesNeeds | Root causeProblem solvingQualityIncident | PrioritizationQualityFocusRoot cause | PrioritizationDiscoveryOutcomesNeeds |