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| Criterion |  Product Strategy Lean Canvas |  Business Strategy McKinsey 7S |  Business Strategy Value Chain Analysis |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 45-90 min | 2-4 h | Half day | 1-2 h |
Participantsdifferent | 1-6 | 3-12 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | 7S Assessment, Alignment Gaps, Change Actions | Value Chain Map, Lever List | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | StartupLeanAssumptionsBusiness model | OrganizationStrategyAlignmentChange | StrategyBusiness modelDiagnosisAnalysis | AlignmentStakeholdersStrategyFacilitation |