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| Criterion |  Product Discovery Kano Model |  Product Discovery Outcome-Driven Innovation |  Innovation Design Sprint |  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. | 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 the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | 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 | Mehrere Wochen | 4-5 Tage | 1-3 Wochen |
Participantsdifferent | 10-50 | 2-6 researchers plus sample | 5-8 | 5-12 Interviews |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Prototype, Test Findings, Decision Rationale | Job Stories, Outcome Statements, Opportunity List |
Tagsno overlap | SatisfactionPrioritizationCustomer | OutcomesInnovationResearchQuantitative | Design sprintPrototypeValidationInnovation | CustomerOutcomesNeeds |