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| Criterion |  Product Discovery Working Backwards |  Operations DMAIC |  Product Strategy Product Vision Board |  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 process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | When a product needs a shared direction, it connects target audience, benefit, and business picture in a clear vision. It makes the envisioned future legible for the team. | 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. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 2-12 Wochen | 1-2 h | 2-4 h |
Participantsdifferent | 2-6 | 3-10 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Product Vision Board, Vision Statement, Assumptions and Validation Questions | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | VisionNarrativeAlignment | Continuous improvementQualityProcess improvement | VisionCanvasStrategyAlignment | OrganizationStrategyAlignmentChange |