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| Criterion |  Product Discovery Opportunity Scoring |  Innovation Design Thinking |  Product Discovery Jobs to Be Done |  Innovation Design Sprint |
|---|---|---|---|---|
Purposedifferent | When opportunities need ranking by their effect, it makes importance and satisfaction directly comparable. It separates problem, assumption, solution, and evidence. The result is captured as an opportunity-score table and top outcomes. | 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 switching motives and progress are unclear, it reconstructs the situation from real customer circumstances. It shows why a switch happens and what kind of progress is being sought. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 60-120 min | 1 Tag bis mehrere Wochen | 1-3 Wochen | 4-5 Tage |
Participantsdifferent | 3-6 | 4-10 | 5-12 Interviews | 5-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Opportunity Score Table, Top Outcomes | Problem Statement, Prototype, Test Learnings | Job Stories, Outcome Statements, Opportunity List | Prototype, Test Findings, Decision Rationale |
Tagsno overlap | PrioritizationDiscoveryOutcomesNeeds | InnovationPrototypeResearch | CustomerOutcomesNeeds | Design sprintPrototypeValidationInnovation |