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| Criterion |  Product Discovery Outcome-Driven Innovation |  Decision Making Decision Tree |  Decision Making RAPID |  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. | 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 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. | 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 | 30-90 min | 45-90 min | 1 Tag bis mehrere Wochen |
Participantsdifferent | 2-6 researchers plus sample | 1-6 | 3-12 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Decision Tree, Option Map, Assumption List | RAPID Role Map, Recommendation, Decision Log | Problem Statement, Prototype, Test Learnings |
Tagsno overlap | OutcomesInnovationResearchQuantitative | DecisionTreeOptions | DecisionRolesGovernance | InnovationPrototypeResearch |