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| Criterion |  Product Discovery Opportunity Scoring |  Product Discovery Jobs to Be Done |  Innovation SCAMPER |  Innovation Reverse Brainstorming |
|---|---|---|---|---|
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. | 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. | For an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 60-120 min | 1-3 Wochen | 30-60 min | 30-60 min |
Participantsdifferent | 3-6 | 5-12 Interviews | 2-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Opportunity Score Table, Top Outcomes | Job Stories, Outcome Statements, Opportunity List | SCAMPER Idea List, Concept Shortlist, Variation Notes | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | PrioritizationDiscoveryOutcomesNeeds | CustomerOutcomesNeeds | BrainstormingIdeationCreativityReframingInnovation | BrainstormingIdeationCreativityRisk |