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| Criterion |  Product Discovery Kano Model |  Innovation Design Thinking |  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. | 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 | Medium |
Timedifferent | 1-2 Tage | 1 Tag bis mehrere Wochen | Halbtags-Workshop, dann iterativ |
Participantsdifferent | 10-50 | 4-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Problem Statement, Prototype, Test Learnings | Horizon map, Portfolio view, Initiatives per horizon, Resource plan |
Tagsno overlap | SatisfactionPrioritizationCustomer | InnovationPrototypeResearch | StrategyInnovationPortfolioForesight |
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