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| Criterion |  Business Strategy McKinsey 7S |  Product Discovery Fake Door Test |  Decision Making OODA Loop |  Product Discovery Learning Card |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | The Learning Card connects traceable test results to a reasoned next action while keeping the limits of the insight visible. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 2-4 h | 1-5 Tage | 15-60 min je Zyklus | 25-40 min |
Participantsdifferent | 3-12 | Nutzertraffic | 1-8 | 1-5 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Click Data, Interest Signal, Learning Decision | Situation Assessment, Decision Loop, Action Updates | Learning Card with evidence and next action |
Tagsno overlap | OrganizationStrategyAlignmentChange | ValidationExperimentsDemandDiscovery | DecisionChangeLearningStrategy | ExperimentsValidationDiscoveryLearning |