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| Criterion |  Product Strategy KPI Tree |  Facilitation Stakeholder Mapping |  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. | 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. | 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 | 60–90 min | 30-60 min | 2-4 h |
Participantsdifferent | 3-8 | 2-8 | 2-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | KPI Tree, Owner List | Stakeholder Map, Engagement Plan, Risk Notes | Counter Metric List, Guardrail Definitions | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | MetricsStrategyAlignmentMeasurement | StakeholdersAlignmentFacilitationChange | MetricsMeasurementStrategyExperiments | OrganizationStrategyAlignmentChange |