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| Criterion |  Product Strategy DIBB |  Product Strategy KPI Tree |  Decision Making OODA Loop |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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 | Low | Medium | Medium | Medium |
Timedifferent | 1-2 h | 90-180 min initial, dann laufend | 15-60 min je Zyklus | 2-4 h |
Participantsdifferent | 2-8 | 3-8 | 1-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | DIBB document, Belief list, Bet list, Learning report | KPI Tree, Owner List | Situation Assessment, Decision Loop, Action Updates | 7S Assessment, Alignment Gaps, Change Actions |
Tags1 shared | StrategyDecisionAssumptionsHypothesis | MetricsStrategyAlignmentMeasurement | DecisionChangeLearningStrategy | OrganizationStrategyAlignmentChange |