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| Criterion |  Product Strategy KPI Tree |  Business Strategy McKinsey 7S |  Engineering Goal Question Metric |  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. | 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. | 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. | 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 | Medium | Medium | Low |
Timedifferent | 90-180 min initial, dann laufend | 2-4 h | 90-180 min | 45-90 min |
Participantsdifferent | 3-8 | 3-12 | 3-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | KPI Tree, Owner List | 7S Assessment, Alignment Gaps, Change Actions | GQM Table, Metric Profiles | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | MetricsStrategyAlignmentMeasurement | OrganizationStrategyAlignmentChange | MetricsMeasurementEngineeringAlignment | ChangeDecisionStrategy |