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| Criterion |  Business Strategy VMGS |  Business Strategy McKinsey 7S |  Systems Thinking Future Reality Tree |  Product Strategy Product Vision Board |
|---|---|---|---|---|
Purposedifferent | VMGS arranges vision, mission, goals, and strategies into a clear guiding logic. Direction, purpose, and priorities are connected so teams can decide more coherently. | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 2-4 h | 2-4 h | 2-4 h | 1-2 h |
Participantsdifferent | 3-12 | 3-12 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Vision Statement, Mission Statement, Goals, Strategies | 7S Assessment, Alignment Gaps, Change Actions | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Product Vision Board, Vision Statement, Assumptions and Validation Questions |
Tagsno overlap | VisionGoalsStrategy | OrganizationStrategyAlignmentChange | Theory of ConstraintsSystems thinkingChange | VisionCanvasStrategyAlignment |