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| Criterion |  Product Discovery Working Backwards |  Operations Change Analysis |  Facilitation Alignment Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | When the target state and benefit need to be clear first, it thinks backward from the desired outcome into the product logic. It sharpens vision, objections, and value proposition before elaboration. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 45-120 min | 1-2 h | 2-4 h |
Participantsdifferent | 2-6 | 2-6 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | VisionNarrativeAlignment | ChangeRoot causeTroubleshootingComparison | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange |