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| Criterion |  Product Discovery Outcome-Driven Innovation |  Decision Making DACI |  Decision Making RAPID |  Product Strategy OKRs |
|---|---|---|---|---|
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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | Mehrere Wochen | 30-60 min | 45-90 min | 1-2 h Setup |
Participantsdifferent | 2-6 researchers plus sample | 2-10 | 3-12 | 2-20 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | DACI Matrix, Decision Owner, Decision Log | RAPID Role Map, Recommendation, Decision Log | OKR set, Measurement plan, Review cadence |
Tagsno overlap | OutcomesInnovationResearchQuantitative | DecisionRolesGovernanceAlignment | DecisionRolesGovernance | GoalsAlignmentOutcomesMeasurement |