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| Criterion |  Product Discovery Outcome-Driven Innovation |  Product Discovery Opportunity Solution Tree |  Decision Making Assumption Surfacing |  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 discovery keeps swinging between goals, ideas, and learning loops, it creates clear steering logic. It connects the desired outcome, opportunities, and experiments into a legible structure. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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 | Medium | Low | High |
Timedifferent | Mehrere Wochen | 1-2 h Setup, laufend | 45-90 min | 1 Tag bis mehrere Wochen |
Participantsdifferent | 2-6 researchers plus sample | 2-6 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Opportunity Solution Tree, Experiment Backlog, Learning Log | Assumption List, Critical Assumptions, Learning Plan | Problem Statement, Prototype, Test Learnings |
Tagsno overlap | OutcomesInnovationResearchQuantitative | DiscoveryOutcomesExperimentsOpportunity | AssumptionsRiskDecisionDiscovery | InnovationPrototypeResearch |