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| Criterion |  Business Strategy GAP Analysis |  Business Strategy McKinsey 7S |  Engineering Goal Question Metric |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. | Helps clarify technical problems, hypotheses, and next steps in concrete terms. It breaks a technical problem into testable parts. The result is captured as a GQM table and metric briefs. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 2-4 h | 90-180 min | 90-180 min initial, dann laufend |
Participantsdifferent | 2-8 | 3-12 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions | GQM Table, Metric Profiles | KPI Tree, Owner List |
Tagsno overlap | StrategyAnalysisPlanning | OrganizationStrategyAlignmentChange | MetricsMeasurementEngineeringAlignment | MetricsStrategyAlignmentMeasurement |