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| Criterion |  Product Strategy OKRs |  Business Strategy McKinsey 7S |  Business Strategy VMGS |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | 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. | VMGS arranges vision, mission, goals, and strategies into a clear guiding logic. Direction, purpose, and priorities are connected so teams can decide more coherently. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 h Setup | 2-4 h | 2-4 h | 1-2 h |
Participantsdifferent | 2-20 | 3-12 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | OKR set, Measurement plan, Review cadence | 7S Assessment, Alignment Gaps, Change Actions | Vision Statement, Mission Statement, Goals, Strategies | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | GoalsAlignmentOutcomesMeasurement | OrganizationStrategyAlignmentChange | VisionGoalsStrategy | AlignmentStakeholdersStrategyFacilitation |