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| Criterion |  Product Discovery Problem Interview |  Innovation Design Thinking |  Business Strategy Business Model Stress Test |  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. | 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. | 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 | High | High |
Timedifferent | 30-60 min je Interview | 1 Tag bis mehrere Wochen | Half day | Half day |
Participantsdifferent | 5-12 Interviews | 4-10 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Problem Evidence, Risk Notes, Customer Segments | Problem Statement, Prototype, Test Learnings | Stress Test Report, Action Plan per Scenario | Value Chain Map, Lever List |
Tagsno overlap | DiscoveryInterviewsValidation | InnovationPrototypeResearch | StrategyBusiness modelRiskDiagnosis | StrategyBusiness modelDiagnosisAnalysis |