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| Criterion |  Product Discovery Outcome-Driven Innovation |  Decision Making Decision Tree |  Decision Making DACI |  Decision Making RAPID |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | Mehrere Wochen | 30-90 min | 30-60 min | 45-90 min |
Participantsdifferent | 2-6 researchers plus sample | 1-6 | 2-10 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Decision Tree, Option Map, Assumption List | DACI Matrix, Decision Owner, Decision Log | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | OutcomesInnovationResearchQuantitative | DecisionTreeOptions | DecisionRolesGovernanceAlignment | DecisionRolesGovernance |