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| Criterion |  Product Discovery Solution Interview |  Business Strategy McKinsey 7S |  Systems Thinking Leverage Points |  Innovation Design Sprint |
|---|---|---|---|---|
Purposedifferent | When a solution idea is already on the table, it checks how it is understood and evaluated. It looks for resonance, objections, and missing fit early in the conversation. | 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 30-60 min je Interview | 2-4 h | Half day | 4-5 Tage |
Participantsdifferent | 5-10 Interviews | 3-12 | 3-12 | 5-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Solution Feedback, Objection List, Validation Notes | 7S Assessment, Alignment Gaps, Change Actions | Leverage Map, Action Strategy | Prototype, Test Findings, Decision Rationale |
Tagsno overlap | ValidationInterviewsPrototype | OrganizationStrategyAlignmentChange | Systems thinkingChangeStrategy | Design sprintPrototypeValidationInnovation |