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| Criterion |  Product Discovery Outcome-Driven Innovation |  Decision Making Decision Matrix |  Decision Making Decision Tree |  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. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 | Medium | Medium | High |
Timedifferent | Mehrere Wochen | 45-90 min | 30-90 min | 1 Tag bis mehrere Wochen |
Participantsdifferent | 2-6 researchers plus sample | 2-8 | 1-6 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Decision Matrix, Scoring Rationale, Selected Option | Decision Tree, Option Map, Assumption List | Problem Statement, Prototype, Test Learnings |
Tagsno overlap | OutcomesInnovationResearchQuantitative | DecisionCriteriaScoringTradeoffs | DecisionTreeOptions | InnovationPrototypeResearch |