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| Criterion |  Business Strategy McKinsey 7S |  Decision Making Force Field Analysis |  Product Discovery MVP Test Matrix |  Product Discovery Fake Door 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. | 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 several minimal variants compete to answer the same question, it makes comparing and choosing between them cleaner. It separates problem, assumption, solution, and evidence. The result is captured as a Test Matrix and a Test Plan. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 2-4 h | 45-90 min | 45-75 min | 1-5 Tage |
Participantsdifferent | 3-12 | 3-12 | 2-8 | Nutzertraffic |
Formatdifferent | Workshop | Workshop | Workshop | Async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Force Field Map, Change Levers, Risk Notes | Test Matrix, Test Plan | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | OrganizationStrategyAlignmentChange | ChangeDecisionStrategy | ExperimentsValidationDiscoveryOptions | ValidationExperimentsDemandDiscovery |