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| Criterion |  Product Strategy KPI Tree |  Product Strategy Counter Metrics |  Decision Making OODA Loop |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
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. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 90-180 min initial, dann laufend | 30-60 min | 15-60 min je Zyklus | 2-4 h |
Participantsdifferent | 3-8 | 2-6 | 1-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | KPI Tree, Owner List | Counter Metric List, Guardrail Definitions | Situation Assessment, Decision Loop, Action Updates | 7S Assessment, Alignment Gaps, Change Actions |
Tags1 shared | MetricsStrategyAlignmentMeasurement | MetricsMeasurementStrategyExperiments | DecisionChangeLearningStrategy | OrganizationStrategyAlignmentChange |