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| Criterion |  Product Strategy Counter Metrics |  Business Strategy McKinsey 7S |  Facilitation Power Interest Grid |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | 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. | 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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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 | Low | Medium | Low | Medium |
Timedifferent | 30-60 min | 2-4 h | 30-60 min | 90-180 min initial, dann laufend |
Participantsdifferent | 2-6 | 3-12 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Counter Metric List, Guardrail Definitions | 7S Assessment, Alignment Gaps, Change Actions | Power Interest Grid, Strategy per Stakeholder | KPI Tree, Owner List |
Tagsno overlap | MetricsMeasurementStrategyExperiments | OrganizationStrategyAlignmentChange | StakeholdersFacilitationAlignmentPlanning | MetricsStrategyAlignmentMeasurement |