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| Criterion |  Product Discovery Problem Interview |  Innovation Design Thinking |  Business Strategy Value Chain Analysis |  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. | 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. | 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 | Value Chain Map, Lever List | Solution Feedback, Objection List, Validation Notes |
Tagsno overlap | DiscoveryInterviewsValidation | InnovationPrototypeResearch | StrategyBusiness modelDiagnosisAnalysis | ValidationInterviewsPrototype |