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| Criterion |  Engineering Kanban |  Product Strategy Product Vision Board |  Business Strategy McKinsey 7S |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | When a product needs a shared direction, it connects target audience, benefit, and business picture in a clear vision. It makes the envisioned future legible for the team. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | Ongoing | 1-2 h | 2-4 h | 90-180 min initial, dann laufend |
Participantsdifferent | 2-12 | 2-8 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Product Vision Board, Vision Statement, Assumptions and Validation Questions | 7S Assessment, Alignment Gaps, Change Actions | KPI Tree, Owner List |
Tagsno overlap | FlowVisual managementDelivery | VisionCanvasStrategyAlignment | OrganizationStrategyAlignmentChange | MetricsStrategyAlignmentMeasurement |