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| Criterion |  Product Discovery Outcome-Driven Innovation |  Facilitation Stakeholder Salience Model |  Decision Making DACI |  Decision Making RAPID |
|---|---|---|---|---|
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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | Mehrere Wochen | 60-90 min | 30-60 min | 45-90 min |
Participantsdifferent | 2-6 researchers plus sample | 3-6 | 2-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Salience Diagram, Strategy per Class | DACI Matrix, Decision Owner, Decision Log | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | OutcomesInnovationResearchQuantitative | StakeholdersFacilitationAlignmentGovernance | DecisionRolesGovernanceAlignment | DecisionRolesGovernance |