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| Criterion |  Decision Making Radar |  Product Discovery Concierge MVP |  Innovation Lean Startup |  Product Discovery Fake Door Test |
|---|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | When an idea can first fail or grow through genuine hands-on support, it relies on manual work instead of automation. It shows whether user value holds up even under manual execution. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | When demand is still unclear, it measures interest in a feature before it is built. It separates real behavior from polite agreement and deliberately keeps build effort small. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 h | 1-4 Wochen | Wochen bis Monate je Lernzyklus | 1-5 Tage |
Participantsdifferent | 2-10 | 3-10 Kunden | 2-8 | Nutzertraffic |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Concierge Learnings, Service Blueprint, MVP Risks | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | AssessmentPortfolioCapability | MVPValidationServiceDiscovery | LeanStartupValidationMVP | ValidationExperimentsDemandDiscovery |