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| Criterion |  Decision Making Force Field Analysis |  Business Strategy McKinsey 7S |  Product Strategy KPI Tree |  Product Strategy Counter Metrics |
|---|---|---|---|---|
Purposedifferent | 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. | 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 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. | 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 | 45-90 min | 2-4 h | 90-180 min initial, dann laufend | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 3-8 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions | KPI Tree, Owner List | Counter Metric List, Guardrail Definitions |
Tags1 shared | ChangeDecisionStrategy | OrganizationStrategyAlignmentChange | MetricsStrategyAlignmentMeasurement | MetricsMeasurementStrategyExperiments |