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| Criterion |  Product Discovery Problem Interview |  Business Strategy Value Chain Analysis |  Innovation Design Sprint |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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. | 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 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 Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 30-60 min je Interview | Half day | 4-5 Tage | 1-2 h |
Participantsdifferent | 5-12 Interviews | 3-8 | 5-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Problem Evidence, Risk Notes, Customer Segments | Value Chain Map, Lever List | Prototype, Test Findings, Decision Rationale | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | DiscoveryInterviewsValidation | StrategyBusiness modelDiagnosisAnalysis | Design sprintPrototypeValidationInnovation | Business modelStrategyValueInnovation |