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| Criterion |  Product Strategy KPI Tree |  Business Strategy Balanced Scorecard |  Business Strategy McKinsey 7S |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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. | 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 90-180 min initial, dann laufend | Halber Tag bis mehrere Wochen | 2-4 h | 45-90 min |
Participantsdifferent | 3-8 | 4-12 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | KPI Tree, Owner List | Balanced Scorecard, Strategic Measures, Initiative Map | 7S Assessment, Alignment Gaps, Change Actions | Force Field Map, Change Levers, Risk Notes |
Tags1 shared | MetricsStrategyAlignmentMeasurement | StrategyMetricsExecution | OrganizationStrategyAlignmentChange | ChangeDecisionStrategy |