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| Criterion |  Business Strategy McKinsey 7S |  Product Discovery Riskiest Assumption Test |  Facilitation Stakeholder Mapping |  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. | When an idea hinges on one critical unknown, it prioritizes testing that exact piece of uncertainty first. It separates problem, assumption, solution, and evidence. The result is captured as a prioritized list of assumptions, a test plan, and a result report. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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 | Medium | Low | Medium |
Timedifferent | 2-4 h | 1-2 Wochen pro Iteration | 60–90 min | 1-5 Tage |
Participantsdifferent | 3-12 | 2-6 | 2-8 | Nutzertraffic |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Prioritized Assumption List, Test Plan, Results Report | Stakeholder Map, Engagement Plan, Risk Notes | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | OrganizationStrategyAlignmentChange | ExperimentsValidationDiscoveryAssumptions | StakeholdersAlignmentFacilitationChange | ValidationExperimentsDemandDiscovery |