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| Criterion |  Innovation Lean Startup |  Business Strategy McKinsey 7S |  Product Strategy KPI Tree |
|---|---|---|---|
Purposedifferent | 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. | 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. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | 2-4 h | 90-180 min initial, dann laufend |
Participantsdifferent | 2-8 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | 7S Assessment, Alignment Gaps, Change Actions | KPI Tree, Owner List |
Tagsno overlap | LeanStartupValidationMVP | OrganizationStrategyAlignmentChange | MetricsStrategyAlignmentMeasurement |
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