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| Criterion |  Product Discovery Kano Model |  Operations ABC Analysis |  Innovation Design Sprint |  Business Strategy Three Horizons |
|---|---|---|---|---|
Purposedifferent | 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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | Three Horizons helps clarify strategic options across different timeframes. It compares strengths, risks, market logic, and investment choices, and captures the result as a horizon map, portfolio view, and initiatives per horizon. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-2 Tage | 30-60 min | 4-5 Tage | Halbtags-Workshop, dann iterativ |
Participantsdifferent | 10-50 | 1-5 | 5-8 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | ABC Classification, Focus Rules, Control List | Prototype, Test Findings, Decision Rationale | Horizon map, Portfolio view, Initiatives per horizon, Resource plan |
Tagsno overlap | SatisfactionPrioritizationCustomer | PrioritizationOperationsPortfolio | Design sprintPrototypeValidationInnovation | StrategyInnovationPortfolioForesight |