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| Criterion |  Growth Flywheel |  Decision Making Force Field Analysis |  Product Strategy KPI Tree |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | Growth often breaks down where a reinforcing mechanism builds up too much friction. A Flywheel shows the cycle of value, repetition, and reinforcement meant to sustain growth. | 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. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 60-120 min | 45-90 min | 90-180 min initial, dann laufend | 2-4 h |
Participantsdifferent | 3-8 | 3-12 | 3-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Flywheel Map, Friction Points, Growth Levers, Experiment Backlog | Force Field Map, Change Levers, Risk Notes | KPI Tree, Owner List | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | GrowthRetentionConversion | ChangeDecisionStrategy | MetricsStrategyAlignmentMeasurement | OrganizationStrategyAlignmentChange |