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| Criterion |  Business Strategy McKinsey 7S |  Operations Ivy Lee Method |  Product Strategy Counter Metrics |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
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. | With a restless workday full of too many open items, the method creates radical simplicity. It directs attention to a short sequence instead of a broad, still-open field. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | High |
Timedifferent | 2-4 h | 5-10 min daily | 30-60 min | Halber Tag bis mehrere Wochen |
Participantsdifferent | 3-12 | 1 | 2-6 | 4-12 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Daily Priority List, Completion Notes | Counter Metric List, Guardrail Definitions | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | OrganizationStrategyAlignmentChange | PrioritizationProductivityExecution | MetricsMeasurementStrategyExperiments | StrategyMetricsExecution |