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| Criterion |  Product Discovery Working Backwards |  Business Strategy Balanced Scorecard |  Business Strategy McKinsey 7S |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | When the target state and benefit need to be clear first, it thinks backward from the desired outcome into the product logic. It sharpens vision, objections, and value proposition before elaboration. | 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 | Medium | High | Medium | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | Halber Tag bis mehrere Wochen | 2-4 h | 90-180 min initial, dann laufend |
Participantsdifferent | 2-6 | 4-12 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Balanced Scorecard, Strategic Measures, Initiative Map | 7S Assessment, Alignment Gaps, Change Actions | KPI Tree, Owner List |
Tagsno overlap | VisionNarrativeAlignment | StrategyMetricsExecution | OrganizationStrategyAlignmentChange | MetricsStrategyAlignmentMeasurement |