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| Criterion |  Product Discovery Kano Model |  Innovation Design Thinking |  Product Discovery Outcome-Driven Innovation |  Product Discovery Jobs to Be Done |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 1-2 Tage | 1 Tag bis mehrere Wochen | Mehrere Wochen | 1-3 Wochen |
Participantsdifferent | 10-50 | 4-10 | 2-6 researchers plus sample | 5-12 Interviews |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Problem Statement, Prototype, Test Learnings | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Job Stories, Outcome Statements, Opportunity List |
Tagsno overlap | SatisfactionPrioritizationCustomer | InnovationPrototypeResearch | OutcomesInnovationResearchQuantitative | CustomerOutcomesNeeds |