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| Criterion |  Product Discovery Outcome-Driven Innovation |  Operations Gemba Walk |  Operations Getting Things Done |  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 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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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 | Low | Medium | High |
Timedifferent | Mehrere Wochen | 30-120 min | 1-2 h Setup, laufend | 1 Tag bis mehrere Wochen |
Participantsdifferent | 2-6 researchers plus sample | 2-6 | 1 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Observation Notes, Improvement Ideas | Action Lists, Project List, Review Routine | Problem Statement, Prototype, Test Learnings |
Tagsno overlap | OutcomesInnovationResearchQuantitative | LeanObservationProcessOperations | ProductivityPlanningTasksExecution | InnovationPrototypeResearch |