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| Criterion |  Business Strategy McKinsey 7S |  Product Discovery Assumption Mapping |  Decision Making Assumption Surfacing |  Product Discovery Fake Door Test |
|---|---|---|---|---|
Purposedifferent | 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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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 | Medium | Medium | Low | Medium |
Timedifferent | 2-4 h | 45-60 min | 45-90 min | 1-5 Tage |
Participantsdifferent | 3-12 | 2-8 | 2-8 | Nutzertraffic |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Assumption map, Test backlog, Risk ranking | Assumption List, Critical Assumptions, Learning Plan | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | OrganizationStrategyAlignmentChange | AssumptionsRiskExperimentsValidation | AssumptionsRiskDecisionDiscovery | ValidationExperimentsDemandDiscovery |