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| Criterion |  Product Discovery Opportunity Interview |  Business Strategy GAP Analysis |  Business Strategy PESTLE Analysis |  Product Discovery Opportunity Solution Tree |
|---|---|---|---|---|
Purposedifferent | When opportunities are still hidden behind signals of need, it structures conversations around needs and obstacles. It looks for patterns that lead to new product opportunities. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 30-60 min je Interview | 1-3 h | 1-3 h | 1-2 h Setup, laufend |
Participantsdifferent | 5-12 Interviews | 2-8 | 2-10 | 2-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Interview Notes, Opportunity Themes, Customer Quotes | Gap Matrix, Action Plan, Risk Notes | PESTLE Map, External Risks, Strategic Questions | Opportunity Solution Tree, Experiment Backlog, Learning Log |
Tagsno overlap | DiscoveryInterviewsOpportunityCustomer | StrategyAnalysisPlanning | StrategyMarketAnalysis | DiscoveryOutcomesExperimentsOpportunity |