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| Criterion |  Product Discovery Problem Interview |  Innovation Design Sprint |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 30-60 min je Interview | 4-5 Tage | Half day | 90-180 min |
Participantsdifferent | 5-12 Interviews | 5-8 | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Problem Evidence, Risk Notes, Customer Segments | Prototype, Test Findings, Decision Rationale | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | DiscoveryInterviewsValidation | Design sprintPrototypeValidationInnovation | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |