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| Criterion |  Business Strategy McKinsey 7S |  Decision Making OODA Loop |  Product Strategy KPI Tree |  Engineering Goal Question Metric |
|---|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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. | Helps clarify technical problems, hypotheses, and next steps in concrete terms. It breaks a technical problem into testable parts. The result is captured as a GQM table and metric briefs. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 2-4 h | 15-60 min je Zyklus | 90-180 min initial, dann laufend | 90-180 min |
Participantsdifferent | 3-12 | 1-8 | 3-8 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Situation Assessment, Decision Loop, Action Updates | KPI Tree, Owner List | GQM Table, Metric Profiles |
Tagsno overlap | OrganizationStrategyAlignmentChange | DecisionChangeLearningStrategy | MetricsStrategyAlignmentMeasurement | MetricsMeasurementEngineeringAlignment |