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| Criterion |  Product Discovery Working Backwards |  Business Strategy McKinsey 7S |  Decision Making DACI |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 4-8 h, mehrere Iterationen | 2-4 h | 30-60 min | 45-90 min |
Participantsdifferent | 2-6 | 3-12 | 2-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | 7S Assessment, Alignment Gaps, Change Actions | DACI Matrix, Decision Owner, Decision Log | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | VisionNarrativeAlignment | OrganizationStrategyAlignmentChange | DecisionRolesGovernanceAlignment | ChangeDecisionStrategy |