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| Criterion |  Product Discovery Outcome-Driven Innovation |  Decision Making Assumption Surfacing |  Decision Making Decision Rights Mapping |  Innovation Design Thinking |
|---|---|---|---|---|
Purposedifferent | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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. |
Complexitydifferent | High | Low | Medium | High |
Timedifferent | Mehrere Wochen | 45-90 min | 90-180 min | 1 Tag bis mehrere Wochen |
Participantsdifferent | 2-6 researchers plus sample | 2-8 | 4-12 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Assumption List, Critical Assumptions, Learning Plan | Decision Rights Matrix, Agreement | Problem Statement, Prototype, Test Learnings |
Tagsno overlap | OutcomesInnovationResearchQuantitative | AssumptionsRiskDecisionDiscovery | DecisionGovernanceAlignmentResponsibility | InnovationPrototypeResearch |