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| Criterion |  Business Strategy McKinsey 7S |  Agile Specification by Example |  Agile Example Mapping |  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 business rules need to become precise, it ties language, example, and test together. It sorts work by value, risk, and delivery ability. The result is captured as an Example Table and Acceptance Tests. | When a story carries business rules and exceptions, it brings clarity before implementation. It makes examples, open questions, and boundaries visible enough that the logic becomes jointly sound. | 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 | Medium | Low | Medium |
Timedifferent | 2-4 h | 60-90 min pro Feature | 30-60 min | 90-180 min initial, dann laufend |
Participantsdifferent | 3-12 | 3-6 | 3-7 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Example Table, Acceptance Tests | Example Map, Acceptance Criteria, Open Questions | KPI Tree, Owner List |
Tagsno overlap | OrganizationStrategyAlignmentChange | AgileRequirementsExamplesBehavior-Driven Development | Behavior-Driven DevelopmentRequirementsExamplesRefinement | MetricsStrategyAlignmentMeasurement |