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| Criterion |  Product Discovery Outcome-Driven Innovation |  Product Strategy KPI Tree |  Decision Making Option Framing |  Product Strategy OKRs |
|---|---|---|---|---|
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 metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Mehrere Wochen | 90-180 min initial, dann laufend | 45-120 min | 1-2 h Setup |
Participantsdifferent | 2-6 researchers plus sample | 3-8 | 3-8 | 2-20 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | KPI Tree, Owner List | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | OKR set, Measurement plan, Review cadence |
Tagsno overlap | OutcomesInnovationResearchQuantitative | MetricsStrategyAlignmentMeasurement | OptionsDecision framingStrategyComparison | GoalsAlignmentOutcomesMeasurement |