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| Criterion |  Business Strategy McKinsey 7S |  Facilitation Stakeholder Mapping |  Engineering Goal Question 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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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. | 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 | 60–90 min | 90-180 min | 90-180 min initial, dann laufend |
Participantsdifferent | 3-12 | 2-8 | 3-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Stakeholder Map, Engagement Plan, Risk Notes | GQM Table, Metric Profiles | KPI Tree, Owner List |
Tags1 shared | OrganizationStrategyAlignmentChange | StakeholdersAlignmentFacilitationChange | MetricsMeasurementEngineeringAlignment | MetricsStrategyAlignmentMeasurement |