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| Criterion |  Product Discovery Problem Interview |  Innovation Design Thinking |  Business Strategy Business Model Stress Test |  Product Discovery Solution Interview |
|---|---|---|---|---|
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. | 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. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | When a solution idea is already on the table, it checks how it is understood and evaluated. It looks for resonance, objections, and missing fit early in the conversation. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 30-60 min je Interview | 1 Tag bis mehrere Wochen | Half day | 30-60 min je Interview |
Participantsdifferent | 5-12 Interviews | 4-10 | 3-8 | 5-10 Interviews |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Problem Evidence, Risk Notes, Customer Segments | Problem Statement, Prototype, Test Learnings | Stress Test Report, Action Plan per Scenario | Solution Feedback, Objection List, Validation Notes |
Tagsno overlap | DiscoveryInterviewsValidation | InnovationPrototypeResearch | StrategyBusiness modelRiskDiagnosis | ValidationInterviewsPrototype |