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| Criterion |  Business Strategy McKinsey 7S |  Product Discovery Fake Door Test |  Product Discovery Learning Card |  Decision Making OODA Loop |
|---|---|---|---|---|
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. | The Learning Card connects traceable test results to a reasoned next action while keeping the limits of the insight visible. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 2-4 h | 1-5 Tage | 25-40 min | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | Nutzertraffic | 1-5 | 1-8 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Click Data, Interest Signal, Learning Decision | Learning Card with evidence and next action | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | OrganizationStrategyAlignmentChange | ValidationExperimentsDemandDiscovery | ExperimentsValidationDiscoveryLearning | DecisionChangeLearningStrategy |