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| Criterion |  Product Discovery Problem Interview |  Business Strategy Value Chain Analysis |  Innovation Design Sprint |  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. | 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. | 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 | Half day | 4-5 Tage | 30-60 min je Interview |
Participantsdifferent | 5-12 Interviews | 3-8 | 5-8 | 5-10 Interviews |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Problem Evidence, Risk Notes, Customer Segments | Value Chain Map, Lever List | Prototype, Test Findings, Decision Rationale | Solution Feedback, Objection List, Validation Notes |
Tagsno overlap | DiscoveryInterviewsValidation | StrategyBusiness modelDiagnosisAnalysis | Design sprintPrototypeValidationInnovation | ValidationInterviewsPrototype |