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| Criterion |  Product Discovery Outcome-Driven Innovation |  Decision Making RAPID |  Decision Making Decision Tree |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Mehrere Wochen | 45-90 min | 30-90 min | 90-180 min |
Participantsdifferent | 2-6 researchers plus sample | 3-12 | 1-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | RAPID Role Map, Recommendation, Decision Log | Decision Tree, Option Map, Assumption List | Decision Rights Matrix, Agreement |
Tagsno overlap | OutcomesInnovationResearchQuantitative | DecisionRolesGovernance | DecisionTreeOptions | DecisionGovernanceAlignmentResponsibility |