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| Criterion |  Product Discovery Outcome-Driven Innovation |  Systems Thinking Leverage Points |  Innovation Design Sprint |  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. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | 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 | 4-5 Tage | 2-6 h |
Participantsdifferent | 2-6 researchers plus sample | 3-12 | 5-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Leverage Map, Action Strategy | Prototype, Test Findings, Decision Rationale | Theory of Change Map, Assumptions, Outcome Measures |
Tagsno overlap | OutcomesInnovationResearchQuantitative | Systems thinkingChangeStrategy | Design sprintPrototypeValidationInnovation | ImpactOutcomesSystems thinkingStrategy |