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| Criterion |  Decision Making Radar |  Innovation Lean Startup |  Product Discovery Fake Door Test |  Product Discovery Pretotyping |
|---|---|---|---|---|
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. | 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. | Pretotyping clarifies whether a customer problem and solution idea create enough real demand. It separates problem, assumption, solution, and evidence, and captures the result as a pretotyping sketch, test setup, and conversion data. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-2 h | Wochen bis Monate je Lernzyklus | 1-5 Tage | Stunden bis wenige Tage |
Participantsdifferent | 2-10 | 2-8 | Nutzertraffic | 1-4 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Click Data, Interest Signal, Learning Decision | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision |
Tagsno overlap | AssessmentPortfolioCapability | LeanStartupValidationMVP | ValidationExperimentsDemandDiscovery | ValidationDemandMVP |