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| Criterion |  Product Strategy KPI Tree |  Team Design Team Topologies Interaction Modes |  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 several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | 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. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 90-180 min initial, dann laufend | Half day | 2-4 h |
Participantsdifferent | 3-8 | Team-Leads plus Architecture | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | KPI Tree, Owner List | Interaction Heat Map, Agreements per Pair | 7S Assessment, Alignment Gaps, Change Actions |
Tags1 shared | MetricsStrategyAlignmentMeasurement | TeamAlignmentCollaborationOrganization | OrganizationStrategyAlignmentChange |
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