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| Criterion |  Business Strategy McKinsey 7S |  Business Strategy Balanced Scorecard |  Product Strategy KPI Tree |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 2-4 h | Halber Tag bis mehrere Wochen | 90-180 min initial, dann laufend | 45-90 min |
Participantsdifferent | 3-12 | 4-12 | 3-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Balanced Scorecard, Strategic Measures, Initiative Map | KPI Tree, Owner List | Force Field Map, Change Levers, Risk Notes |
Tags1 shared | OrganizationStrategyAlignmentChange | StrategyMetricsExecution | MetricsStrategyAlignmentMeasurement | ChangeDecisionStrategy |