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| Criterion |  Product Strategy DIBB |  Product Strategy Lean Canvas |  Business Strategy McKinsey 7S |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 1-2 h | 45-90 min | 2-4 h | 45-90 min |
Participantsdifferent | 2-8 | 1-6 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | DIBB document, Belief list, Bet list, Learning report | Lean Canvas, Core Assumptions, Experiment Backlog | 7S Assessment, Alignment Gaps, Change Actions | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | StrategyDecisionAssumptionsHypothesis | StartupLeanAssumptionsBusiness model | OrganizationStrategyAlignmentChange | ChangeDecisionStrategy |