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| Criterion |  Product Strategy OKRs |  Facilitation Stakeholder Mapping |  Product Strategy KPI Tree |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | 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. | 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. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-2 h Setup | 60–90 min | 90-180 min initial, dann laufend | 2-4 h |
Participantsdifferent | 2-20 | 2-8 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | OKR set, Measurement plan, Review cadence | Stakeholder Map, Engagement Plan, Risk Notes | KPI Tree, Owner List | 7S Assessment, Alignment Gaps, Change Actions |
Tags1 shared | GoalsAlignmentOutcomesMeasurement | StakeholdersAlignmentFacilitationChange | MetricsStrategyAlignmentMeasurement | OrganizationStrategyAlignmentChange |