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| Criterion |  Product Discovery Opportunity Solution Tree |  Business Strategy GAP Analysis |  Product Discovery Learning Card |  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. | 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. | The Learning Card connects traceable test results to a reasoned next action while keeping the limits of the insight visible. | 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 | Medium | Low | Medium |
Timedifferent | 1-2 h Setup, laufend | 1-3 h | 25-40 min | 1-5 Tage |
Participantsdifferent | 2-6 | 2-8 | 1-5 | Nutzertraffic |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Opportunity Solution Tree, Experiment Backlog, Learning Log | Gap Matrix, Action Plan, Risk Notes | Learning Card with evidence and next action | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | DiscoveryOutcomesExperimentsOpportunity | StrategyAnalysisPlanning | ExperimentsValidationDiscoveryLearning | ValidationExperimentsDemandDiscovery |