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| Criterion |  Business Strategy Balanced Scorecard |  Business Strategy McKinsey 7S |  Operations Getting Things Done |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Halber Tag bis mehrere Wochen | 2-4 h | 1-2 h Setup, laufend | 90-180 min initial, dann laufend |
Participantsdifferent | 4-12 | 3-12 | 1 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | 7S Assessment, Alignment Gaps, Change Actions | Action Lists, Project List, Review Routine | KPI Tree, Owner List |
Tagsno overlap | StrategyMetricsExecution | OrganizationStrategyAlignmentChange | ProductivityPlanningTasksExecution | MetricsStrategyAlignmentMeasurement |