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| Criterion |  Product Discovery Problem Interview |  Business Strategy McKinsey 7S |  Product Discovery Concierge MVP |  Product Discovery Fake Door Test |
|---|---|---|---|---|
Purposedifferent | When the picture of the problem still needs to become solid, it asks about real situations and consequences. It separates genuine suffering from mere interest in a solution. | 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 can first fail or grow through genuine hands-on support, it relies on manual work instead of automation. It shows whether user value holds up even under manual execution. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 30-60 min je Interview | 2-4 h | 1-4 Wochen | 1-5 Tage |
Participantsdifferent | 5-12 Interviews | 3-12 | 3-10 Kunden | Nutzertraffic |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Problem Evidence, Risk Notes, Customer Segments | 7S Assessment, Alignment Gaps, Change Actions | Concierge Learnings, Service Blueprint, MVP Risks | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | DiscoveryInterviewsValidation | OrganizationStrategyAlignmentChange | MVPValidationServiceDiscovery | ValidationExperimentsDemandDiscovery |