View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Product Discovery Kano Model |  Product Discovery Jobs to Be Done |  Operations Gemba Walk |  Operations ABC Analysis |
|---|---|---|---|---|
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. | 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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-2 Tage | 1-3 Wochen | 30-120 min | 30-60 min |
Participantsdifferent | 10-50 | 5-12 Interviews | 2-6 | 1-5 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Job Stories, Outcome Statements, Opportunity List | Observation Notes, Improvement Ideas | ABC Classification, Focus Rules, Control List |
Tagsno overlap | SatisfactionPrioritizationCustomer | CustomerOutcomesNeeds | LeanObservationProcessOperations | PrioritizationOperationsPortfolio |