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| Criterion |  Product Discovery Outcome-Driven Innovation |  Operations Gemba Walk |  Innovation Contradiction Analysis |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | Mehrere Wochen | 30-120 min | 60-120 min | 45-90 min |
Participantsdifferent | 2-6 researchers plus sample | 2-6 | 2-8 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Observation Notes, Improvement Ideas | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | OutcomesInnovationResearchQuantitative | LeanObservationProcessOperations | ContradictionsInnovationProblem solving | LeanProblem solvingCoachingOperations |