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| Criterion |  Product Discovery Opportunity Solution Tree |  Innovation Design Thinking |  Innovation Design Sprint |  Product Discovery Fake Door Test |
|---|---|---|---|---|
Purposedifferent | 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. | 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 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. | When demand is still unclear, it measures interest in a feature before it is built. It separates real behavior from polite agreement and deliberately keeps build effort small. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 1-2 h Setup, laufend | 1 Tag bis mehrere Wochen | 4-5 Tage | 1-5 Tage |
Participantsdifferent | 2-6 | 4-10 | 5-8 | Nutzertraffic |
Formatdifferent | Workshop + async | Workshop | Workshop | Async |
Outputdifferent | Opportunity Solution Tree, Experiment Backlog, Learning Log | Problem Statement, Prototype, Test Learnings | Prototype, Test Findings, Decision Rationale | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | DiscoveryOutcomesExperimentsOpportunity | InnovationPrototypeResearch | Design sprintPrototypeValidationInnovation | ValidationExperimentsDemandDiscovery |