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| Criterion |  Product Strategy Impact Mapping |  Business Strategy McKinsey 7S |  Product Strategy KPI Tree |  Product Strategy OKRs |
|---|---|---|---|---|
Purposedifferent | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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 strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 45-90 min | 2-4 h | 90-180 min initial, dann laufend | 1-2 h Setup |
Participantsdifferent | 3-8 | 3-12 | 3-8 | 2-20 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | 7S Assessment, Alignment Gaps, Change Actions | KPI Tree, Owner List | OKR set, Measurement plan, Review cadence |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | OrganizationStrategyAlignmentChange | MetricsStrategyAlignmentMeasurement | GoalsAlignmentOutcomesMeasurement |