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| Criterion |  Business Strategy McKinsey 7S |  Decision Making Force Field Analysis |  Product Discovery Fake Door Test |  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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 2-4 h | 45-90 min | 1-5 Tage | 25-40 min |
Participantsdifferent | 3-12 | 3-12 | Nutzertraffic | 1-5 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Force Field Map, Change Levers, Risk Notes | Click Data, Interest Signal, Learning Decision | Learning Card with evidence and next action |
Tagsno overlap | OrganizationStrategyAlignmentChange | ChangeDecisionStrategy | ValidationExperimentsDemandDiscovery | ExperimentsValidationDiscoveryLearning |