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| Criterion |  Team Design Team API |  Growth A/B Testing |  Product Discovery Concierge MVP |  Product Discovery Fake Door Test |
|---|---|---|---|---|
Purposedifferent | When expectations between teams stay fuzzy, it describes how a team can be reached, used, and held accountable. It clarifies responsibility, interaction, and load between teams. The result is captured as a Team API document. | When two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. | 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. | 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. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | Half day initial, dann laufend | 1-4 Wochen | 1-4 Wochen | 1-5 Tage |
Participantsdifferent | Ein Team plus Stakeholder | 1-6 | 3-10 Kunden | Nutzertraffic |
Formatdifferent | Workshop + async | Async | Workshop + async | Async |
Outputdifferent | Team API Document | Experiment results, Decision log, Learning summary | Concierge Learnings, Service Blueprint, MVP Risks | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | TeamAlignmentCommunicationService | ExperimentsGrowthAnalyticsValidation | MVPValidationServiceDiscovery | ValidationExperimentsDemandDiscovery |