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| Criterion |  Decision Making Wideband Delphi |  Business Strategy Balanced Scorecard |  Business Strategy McKinsey 7S |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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 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. |
Complexitydifferent | High | High | Medium | Medium |
Timedifferent | 1-4 h or multiple rounds | Halber Tag bis mehrere Wochen | 2-4 h | 90-180 min initial, dann laufend |
Participantsdifferent | 4-12 Experten | 4-12 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | Balanced Scorecard, Strategic Measures, Initiative Map | 7S Assessment, Alignment Gaps, Change Actions | KPI Tree, Owner List |
Tagsno overlap | EstimationExpertsForecasting | StrategyMetricsExecution | OrganizationStrategyAlignmentChange | MetricsStrategyAlignmentMeasurement |