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| Criterion |  Business Strategy McKinsey 7S |  Decision Making Force Field Analysis |  Growth North Star Metric |  Product Strategy KPI Tree |
|---|---|---|---|---|
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. | 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. | When product teams track many metrics, the view of the actual customer outcome easily gets lost. A North Star Metric bundles growth, usage, and value contribution into one signal that makes the system's direction visible. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 2-4 h | 45-90 min | 1-2 h | 90-180 min initial, dann laufend |
Participantsdifferent | 3-12 | 3-12 | 3-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Force Field Map, Change Levers, Risk Notes | North Star metric, Input metric tree, Measurement cadence | KPI Tree, Owner List |
Tagsno overlap | OrganizationStrategyAlignmentChange | ChangeDecisionStrategy | GrowthMetricsAlignmentRetention | MetricsStrategyAlignmentMeasurement |