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| Criterion |  Product Discovery Smoke Test |  Business Strategy McKinsey 7S |  Facilitation Power Interest Grid |  Product Discovery Fake Door Test |
|---|---|---|---|---|
Purposedifferent | When demand only needs to be roughly verified, it tests interest with minimal effort. It measures whether people would take a next step at all. | 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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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 | Low | Medium | Low | Medium |
Timedifferent | 1-5 Tage | 2-4 h | 30-60 min | 1-5 Tage |
Participantsdifferent | Nutzertraffic | 3-12 | 2-8 | Nutzertraffic |
Formatdifferent | Async | Workshop | Workshop | Async |
Outputdifferent | Interest Metrics, Conversion Signal, Learning Note | 7S Assessment, Alignment Gaps, Change Actions | Power Interest Grid, Strategy per Stakeholder | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | ValidationExperimentsDemandGrowth | OrganizationStrategyAlignmentChange | StakeholdersFacilitationAlignmentPlanning | ValidationExperimentsDemandDiscovery |