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| Criterion |  Product Discovery Working Backwards |  Business Strategy McKinsey 7S |  Product Strategy KPI Tree |  Product Strategy Counter Metrics |
|---|---|---|---|---|
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. | 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. | When a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 4-8 h, mehrere Iterationen | 2-4 h | 90-180 min initial, dann laufend | 30-60 min |
Participantsdifferent | 2-6 | 3-12 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Future Press Release, FAQ, Vision Statement | 7S Assessment, Alignment Gaps, Change Actions | KPI Tree, Owner List | Counter Metric List, Guardrail Definitions |
Tagsno overlap | VisionNarrativeAlignment | OrganizationStrategyAlignmentChange | MetricsStrategyAlignmentMeasurement | MetricsMeasurementStrategyExperiments |