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| Criterion |  Product Strategy Product Vision Board |  Product Strategy OKRs |  Business Strategy McKinsey 7S |  Business Strategy VMGS |
|---|---|---|---|---|
Purposedifferent | When a product needs a shared direction, it connects target audience, benefit, and business picture in a clear vision. It makes the envisioned future legible for the team. | 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 1-2 h | 1-2 h Setup | 2-4 h | 2-4 h |
Participantsdifferent | 2-8 | 2-20 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Product Vision Board, Vision Statement, Assumptions and Validation Questions | OKR set, Measurement plan, Review cadence | 7S Assessment, Alignment Gaps, Change Actions | Vision Statement, Mission Statement, Goals, Strategies |
Tagsno overlap | VisionCanvasStrategyAlignment | GoalsAlignmentOutcomesMeasurement | OrganizationStrategyAlignmentChange | VisionGoalsStrategy |