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| Criterion |  Team Design Team Topologies Interaction Modes |  Engineering Goal Question Metric |  Product Strategy KPI Tree |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | When several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | Helps clarify technical problems, hypotheses, and next steps in concrete terms. It breaks a technical problem into testable parts. The result is captured as a GQM table and metric briefs. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Half day | 90-180 min | 90-180 min initial, dann laufend | 2-4 h |
Participantsdifferent | Team-Leads plus Architecture | 3-6 | 3-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Interaction Heat Map, Agreements per Pair | GQM Table, Metric Profiles | KPI Tree, Owner List | 7S Assessment, Alignment Gaps, Change Actions |
Tags1 shared | TeamAlignmentCollaborationOrganization | MetricsMeasurementEngineeringAlignment | MetricsStrategyAlignmentMeasurement | OrganizationStrategyAlignmentChange |