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| Criterion |  Product Discovery Outcome-Driven Innovation |  Systems Thinking Leverage Points |  Business Strategy Business Model Stress Test |  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. | 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. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | 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. |
Complexitysame | High | High | High | High |
Timedifferent | Mehrere Wochen | Half day | Half day | 2-6 h |
Participantsdifferent | 2-6 researchers plus sample | 3-12 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Leverage Map, Action Strategy | Stress Test Report, Action Plan per Scenario | Theory of Change Map, Assumptions, Outcome Measures |
Tagsno overlap | OutcomesInnovationResearchQuantitative | Systems thinkingChangeStrategy | StrategyBusiness modelRiskDiagnosis | ImpactOutcomesSystems thinkingStrategy |