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| Criterion |  Growth Pirate Metrics AARRR |  Business Strategy McKinsey 7S |  Growth North Star Metric |  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. | 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 product teams track many metrics, the view of the actual customer outcome easily gets lost. A North Star Metric bundles growth, usage, and value contribution into one signal that makes the system's direction visible. | 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 | 2-4 h | 1-2 h | 90-180 min initial, dann laufend |
Participantsdifferent | 2-8 | 3-12 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | AARRR funnel, Metric baseline, Experiment backlog | 7S Assessment, Alignment Gaps, Change Actions | North Star metric, Input metric tree, Measurement cadence | KPI Tree, Owner List |
Tagsno overlap | GrowthMetricsExperiments | OrganizationStrategyAlignmentChange | GrowthMetricsAlignmentRetention | MetricsStrategyAlignmentMeasurement |