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| Criterion |  Business Strategy McKinsey 7S |  Product Discovery Fake Door Test |  Decision Making Assumption Surfacing |  Product Strategy DIBB |
|---|---|---|---|---|
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 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. | 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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 2-4 h | 1-5 Tage | 45-90 min | 1-2 h |
Participantsdifferent | 3-12 | Nutzertraffic | 2-8 | 2-8 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Click Data, Interest Signal, Learning Decision | Assumption List, Critical Assumptions, Learning Plan | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | OrganizationStrategyAlignmentChange | ValidationExperimentsDemandDiscovery | AssumptionsRiskDecisionDiscovery | StrategyDecisionAssumptionsHypothesis |