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| Criterion |  Product Strategy KPI Tree |  Engineering Goal Question Metric |  Facilitation Stakeholder Mapping |  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. | Helps clarify technical problems, hypotheses, and next steps in concrete terms. It breaks a technical problem into testable parts. The result is captured as a GQM table and metric briefs. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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 | Medium | Low | Medium |
Timedifferent | 90-180 min initial, dann laufend | 90-180 min | 60–90 min | 2-4 h |
Participantsdifferent | 3-8 | 3-6 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | KPI Tree, Owner List | GQM Table, Metric Profiles | Stakeholder Map, Engagement Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tags1 shared | MetricsStrategyAlignmentMeasurement | MetricsMeasurementEngineeringAlignment | StakeholdersAlignmentFacilitationChange | OrganizationStrategyAlignmentChange |