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| Criterion |  Product Discovery Pretotyping |  Decision Making RAPID |  Decision Making Decision Rights Mapping |  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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 | Low | Medium | Medium | Medium |
Timedifferent | Stunden bis wenige Tage | 45-90 min | 90-180 min | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 1-4 | 3-12 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision | RAPID Role Map, Recommendation, Decision Log | Decision Rights Matrix, Agreement | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | ValidationDemandMVP | DecisionRolesGovernance | DecisionGovernanceAlignmentResponsibility | LeanStartupValidationMVP |