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| Criterion |  Business Strategy McKinsey 7S |  Decision Making Force Field Analysis |  Product Discovery Learning Card |  Product Discovery Experiment Canvas |
|---|---|---|---|---|
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. | The Learning Card connects traceable test results to a reasoned next action while keeping the limits of the insight visible. | When experiments become unreadable after the fact, it arranges hypothesis, signal, and learning goal on a single canvas. It separates problem, assumption, solution, and evidence. The result is captured as a Completed Experiment Canvas and a Success Metric. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 2-4 h | 45-90 min | 25-40 min | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 1-5 | 1-5 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Force Field Map, Change Levers, Risk Notes | Learning Card with evidence and next action | Completed Experiment Canvas, Success Metric |
Tagsno overlap | OrganizationStrategyAlignmentChange | ChangeDecisionStrategy | ExperimentsValidationDiscoveryLearning | ExperimentsValidationDiscoveryHypothesis |