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| Criterion |  Product Discovery Kano Model |  Innovation Design Thinking |  Product Discovery Jobs to Be Done |  Product Discovery Outcome-Driven Innovation |
|---|---|---|---|---|
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. | 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. | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 1-2 Tage | 1 Tag bis mehrere Wochen | 1-3 Wochen | Mehrere Wochen |
Participantsdifferent | 10-50 | 4-10 | 5-12 Interviews | 2-6 researchers plus sample |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Problem Statement, Prototype, Test Learnings | Job Stories, Outcome Statements, Opportunity List | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses |
Tagsno overlap | SatisfactionPrioritizationCustomer | InnovationPrototypeResearch | CustomerOutcomesNeeds | OutcomesInnovationResearchQuantitative |