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| Criterion |  Systems Thinking Leverage Points |  Product Discovery Smoke Test |  Business Strategy McKinsey 7S |  Product Discovery Fake Door Test |
|---|---|---|---|---|
Purposedifferent | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | When demand only needs to be roughly verified, it tests interest with minimal effort. It measures whether people would take a next step at all. | 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 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 | High | Low | Medium | Medium |
Timedifferent | Half day | 1-5 Tage | 2-4 h | 1-5 Tage |
Participantsdifferent | 3-12 | Nutzertraffic | 3-12 | Nutzertraffic |
Formatdifferent | Workshop | Async | Workshop | Async |
Outputdifferent | Leverage Map, Action Strategy | Interest Metrics, Conversion Signal, Learning Note | 7S Assessment, Alignment Gaps, Change Actions | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | Systems thinkingChangeStrategy | ValidationExperimentsDemandGrowth | OrganizationStrategyAlignmentChange | ValidationExperimentsDemandDiscovery |