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| Criterion |  Decision Making Radar |  Product Discovery Jobs to Be Done |  Product Discovery Kano Model |  Operations ABC Analysis |
|---|---|---|---|---|
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 switching motives and progress are unclear, it reconstructs the situation from real customer circumstances. It shows why a switch happens and what kind of progress is being sought. | When features need to be distinguished by their effect on satisfaction, it makes expectations and surprises comparable. It separates basic needs, performance contribution, and delight. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-2 h | 1-3 Wochen | 1-2 Tage | 30-60 min |
Participantsdifferent | 2-10 | 5-12 Interviews | 10-50 | 1-5 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Job Stories, Outcome Statements, Opportunity List | Kano Matrix, Feature Classes, Priority Themes | ABC Classification, Focus Rules, Control List |
Tagsno overlap | AssessmentPortfolioCapability | CustomerOutcomesNeeds | SatisfactionPrioritizationCustomer | PrioritizationOperationsPortfolio |