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| Criterion |  Product Discovery Problem Interview |  Business Strategy McKinsey 7S |  Product Discovery Concierge MVP |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 30-60 min je Interview | 2-4 h | 1-4 Wochen | 45-90 min |
Participantsdifferent | 5-12 Interviews | 3-12 | 3-10 Kunden | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Problem Evidence, Risk Notes, Customer Segments | 7S Assessment, Alignment Gaps, Change Actions | Concierge Learnings, Service Blueprint, MVP Risks | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | DiscoveryInterviewsValidation | OrganizationStrategyAlignmentChange | MVPValidationServiceDiscovery | ChangeDecisionStrategy |