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| Criterion |  Business Strategy McKinsey 7S |  Product Strategy SMART Goals |  Business Strategy Strategy Map |  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. | When goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | 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 | 15-30 min | 2-4 h workshop plus review | 90-180 min initial, dann laufend |
Participantsdifferent | 3-12 | 1-8 | 4-10 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | SMART Goal, Measurement Note, Deadline | Strategy Map, Objective Set, Cause-Effect Hypotheses | KPI Tree, Owner List |
Tags1 shared | OrganizationStrategyAlignmentChange | GoalsPlanningMeasurementAlignment | AlignmentExecutionGoalsCausality | MetricsStrategyAlignmentMeasurement |