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Criterion
Paper illustration of Pretotyping with its method-specific working model.
Product Discovery
Pretotyping
Design Thinking as a learning loop: an observation notebook, a focused problem statement, different idea sketches, a cardboard prototype and user-test notes. Feedback leads to new understanding.
Innovation
Design Thinking
Paper illustration of Outcome-Driven Innovation with its method-specific working model.
Product Discovery
Outcome-Driven Innovation
Paper illustration of Lean Startup with its method-specific working model.
Innovation
Lean Startup
Purposedifferent
Pretotyping clarifies whether a customer problem and solution idea create enough real demand. It separates problem, assumption, solution, and evidence, and captures the result as a pretotyping sketch, test setup, and conversion data.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.Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs.For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight.
Complexitydifferent
LowHighHighMedium
Timedifferent
Stunden bis wenige Tage1 Tag bis mehrere WochenMehrere WochenWochen bis Monate je Lernzyklus
Participantsdifferent
1-44-102-6 researchers plus sample2-8
Formatdifferent
Workshop + asyncWorkshopWorkshop + asyncWorkshop + async
Outputdifferent
Pretotyping sketch, Test setup, Conversion data, Go or no-go decisionProblem Statement, Prototype, Test LearningsDesired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypothesesHypothesis list, MVPs, Learning reports, Pivot or persevere decision
Tagsno overlap
ValidationDemandMVP
InnovationPrototypeResearch
OutcomesInnovationResearchQuantitative
LeanStartupValidationMVP
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