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| Criterion |  Product Discovery Outcome-Driven Innovation |  Systems Thinking Evaporating Cloud |  Systems Thinking Leverage Points |  Systems Thinking Theory of Change |
|---|---|---|---|---|
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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. |
Complexitydifferent | High | Medium | High | High |
Timedifferent | Mehrere Wochen | 60-120 min | Half day | 2-6 h |
Participantsdifferent | 2-6 researchers plus sample | 2-8 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Leverage Map, Action Strategy | Theory of Change Map, Assumptions, Outcome Measures |
Tagsno overlap | OutcomesInnovationResearchQuantitative | Theory of ConstraintsAssumptionsSystems thinking | Systems thinkingChangeStrategy | ImpactOutcomesSystems thinkingStrategy |