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| Criterion |  Business Strategy McKinsey 7S |  Product Discovery Fake Door Test |  Product Strategy DIBB |  Product Discovery Riskiest Assumption 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 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. | 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. | When an idea hinges on one critical unknown, it prioritizes testing that exact piece of uncertainty first. It separates problem, assumption, solution, and evidence. The result is captured as a prioritized list of assumptions, a test plan, and a result report. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 2-4 h | 1-5 Tage | 1-2 h | 1-2 Wochen pro Iteration |
Participantsdifferent | 3-12 | Nutzertraffic | 2-8 | 2-6 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Click Data, Interest Signal, Learning Decision | DIBB document, Belief list, Bet list, Learning report | Prioritized Assumption List, Test Plan, Results Report |
Tagsno overlap | OrganizationStrategyAlignmentChange | ValidationExperimentsDemandDiscovery | StrategyDecisionAssumptionsHypothesis | ExperimentsValidationDiscoveryAssumptions |