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| Criterion |  Product Discovery Problem Interview |  Innovation Design Sprint |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 30-60 min je Interview | 4-5 Tage | 90-180 min | Half day |
Participantsdifferent | 5-12 Interviews | 5-8 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Problem Evidence, Risk Notes, Customer Segments | Prototype, Test Findings, Decision Rationale | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | DiscoveryInterviewsValidation | Design sprintPrototypeValidationInnovation | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |