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| Criterion |  Product Discovery Outcome-Driven Innovation |  Innovation Worst Possible Idea |  Innovation Design Thinking |  Innovation Brainstorming |
|---|---|---|---|---|
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. | For a seemingly familiar problem with paralyzing seriousness, the method dissolves pressure and fear of judgment. It deliberately makes failure pictures extreme, so hidden assumptions become visible faster. This clarifies what a workable path should avoid. | 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. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
Complexitydifferent | High | Low | High | Low |
Timedifferent | Mehrere Wochen | 20-45 min | 1 Tag bis mehrere Wochen | 30-60 min |
Participantsdifferent | 2-6 researchers plus sample | 3-12 | 4-10 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Bad Idea List, Reframed Concepts, Idea Shortlist | Problem Statement, Prototype, Test Learnings | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | OutcomesInnovationResearchQuantitative | IdeationCreativityDivergence | InnovationPrototypeResearch | BrainstormingIdeationCreativityWorkshopDivergence |