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| Criterion |  Product Strategy RICE Scoring |  Innovation Lean Startup |  Product Discovery Pretotyping |  Decision Making Decision Matrix |
|---|---|---|---|---|
Purposedifferent | When many initiatives compete for the same resources, it brings reach, impact, confidence, and effort into one shared ranking. It makes prioritization economically connectable. | 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. | 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. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 60-90 min | Wochen bis Monate je Lernzyklus | Stunden bis wenige Tage | 45-90 min |
Participantsdifferent | 2-10 | 2-8 | 1-4 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | RICE Scores, Ranked List, Assumption Log | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | PrioritizationScoringRoadmapTradeoffs | LeanStartupValidationMVP | ValidationDemandMVP | DecisionCriteriaScoringTradeoffs |