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| Criterion |  Knowledge Modeling Feynman Technique |  Product Strategy KPI Tree |  Business Strategy McKinsey 7S |  Product Strategy Counter Metrics |
|---|---|---|---|---|
Purposedifferent | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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. | 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 20-60 min | 90-180 min initial, dann laufend | 2-4 h | 30-60 min |
Participantsdifferent | 1 | 3-8 | 3-12 | 2-6 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Plain-language Explanation, Knowledge Gaps, Study Notes | KPI Tree, Owner List | 7S Assessment, Alignment Gaps, Change Actions | Counter Metric List, Guardrail Definitions |
Tagsno overlap | LearningKnowledgeUnderstanding | MetricsStrategyAlignmentMeasurement | OrganizationStrategyAlignmentChange | MetricsMeasurementStrategyExperiments |