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| Criterion |  Growth Pirate Metrics AARRR |  Facilitation Alignment Mapping |  Business Strategy McKinsey 7S |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | For products with complex usage paths, overall growth alone is too coarse to reveal bottlenecks. Pirate Metrics breaks the relationship with the product into consecutive stages and shows where the funnel actually leaks. | 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, laufend | 1-2 h | 2-4 h | 90-180 min initial, dann laufend |
Participantsdifferent | 2-8 | 4-12 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | AARRR funnel, Metric baseline, Experiment backlog | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions | KPI Tree, Owner List |
Tagsno overlap | GrowthMetricsExperiments | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange | MetricsStrategyAlignmentMeasurement |