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| Criterion |  Business Strategy Strategic, Tactical and Operational Planning |  Growth Pirate Metrics AARRR |  Product Strategy KPI Tree |  Growth North Star Metric |
|---|---|---|---|---|
Purposedifferent | It places decisions and artifacts at the right level. Strategic planning clarifies direction, tactical planning translates it into programs, and operational planning steers concrete processes. | 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 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 90-180 min | 1-2 h Setup, laufend | 90-180 min initial, dann laufend | 1-2 h |
Participantsdifferent | 4-12 | 2-8 | 3-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Planning Levels Map, Cadence Model, Planning Artifact Inventory | AARRR funnel, Metric baseline, Experiment backlog | KPI Tree, Owner List | North Star metric, Input metric tree, Measurement cadence |
Tagsno overlap | CadenceGovernanceExecution | GrowthMetricsExperiments | MetricsStrategyAlignmentMeasurement | GrowthMetricsAlignmentRetention |