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| Criterion |  Product Discovery Working Backwards |  Business Strategy McKinsey 7S |  Product Strategy Counter Metrics |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | 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 a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 2-4 h | 30-60 min | 1-2 h |
Participantsdifferent | 2-6 | 3-12 | 2-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | 7S Assessment, Alignment Gaps, Change Actions | Counter Metric List, Guardrail Definitions | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | VisionNarrativeAlignment | OrganizationStrategyAlignmentChange | MetricsMeasurementStrategyExperiments | AlignmentStakeholdersStrategyFacilitation |