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| Criterion |  Product Strategy KPI Tree |  Decision Making Force Field Analysis |  Product Strategy Counter Metrics |  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. | 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. | 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. | 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 | Low | Medium |
Timedifferent | 90-180 min initial, dann laufend | 45-90 min | 30-60 min | 2-4 h |
Participantsdifferent | 3-8 | 3-12 | 2-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | KPI Tree, Owner List | Force Field Map, Change Levers, Risk Notes | Counter Metric List, Guardrail Definitions | 7S Assessment, Alignment Gaps, Change Actions |
Tags1 shared | MetricsStrategyAlignmentMeasurement | ChangeDecisionStrategy | MetricsMeasurementStrategyExperiments | OrganizationStrategyAlignmentChange |