View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Business Strategy McKinsey 7S |  Product Discovery Assumption Mapping |  Agile ROAM Board |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 2-4 h | 45-60 min | 20-40 min initial, dann laufend | 45-90 min |
Participantsdifferent | 3-12 | 2-8 | 3-15 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Assumption map, Test backlog, Risk ranking | ROAM Board, Owner List | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | OrganizationStrategyAlignmentChange | AssumptionsRiskExperimentsValidation | RiskAgileTrackingAlignment | AssumptionsRiskDecisionDiscovery |