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| Criterion |  Product Discovery Opportunity Scoring |  Product Discovery Problem Interview |  Innovation Design Thinking |  Product Discovery Solution Interview |
|---|---|---|---|---|
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 the picture of the problem still needs to become solid, it asks about real situations and consequences. It separates genuine suffering from mere interest in a solution. | 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 solution idea is already on the table, it checks how it is understood and evaluated. It looks for resonance, objections, and missing fit early in the conversation. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 60-120 min | 30-60 min je Interview | 1 Tag bis mehrere Wochen | 30-60 min je Interview |
Participantsdifferent | 3-6 | 5-12 Interviews | 4-10 | 5-10 Interviews |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Opportunity Score Table, Top Outcomes | Problem Evidence, Risk Notes, Customer Segments | Problem Statement, Prototype, Test Learnings | Solution Feedback, Objection List, Validation Notes |
Tagsno overlap | PrioritizationDiscoveryOutcomesNeeds | DiscoveryInterviewsValidation | InnovationPrototypeResearch | ValidationInterviewsPrototype |