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| Criterion |  Product Discovery Kano Model |  Innovation Design Thinking |  Operations ABC Analysis |  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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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. | 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 | High | Low | Medium |
Timedifferent | 1-2 Tage | 1 Tag bis mehrere Wochen | 30-60 min | Halbtags-Workshop, dann iterativ |
Participantsdifferent | 10-50 | 4-10 | 1-5 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Problem Statement, Prototype, Test Learnings | ABC Classification, Focus Rules, Control List | Horizon map, Portfolio view, Initiatives per horizon, Resource plan |
Tagsno overlap | SatisfactionPrioritizationCustomer | InnovationPrototypeResearch | PrioritizationOperationsPortfolio | StrategyInnovationPortfolioForesight |