View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Product Strategy OKRs |  Facilitation Alignment Mapping |  Business Strategy McKinsey 7S |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 h Setup | 1-2 h | 2-4 h | 90-180 min initial, dann laufend |
Participantsdifferent | 2-20 | 4-12 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | OKR set, Measurement plan, Review cadence | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions | KPI Tree, Owner List |
Tags1 shared | GoalsAlignmentOutcomesMeasurement | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange | MetricsStrategyAlignmentMeasurement |