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| Criterion |  Product Discovery Working Backwards |  Product Strategy Product Vision Board |  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. | 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. | 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 | Low | Medium | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 1-2 h | 2-4 h | 90-180 min initial, dann laufend |
Participantsdifferent | 2-6 | 2-8 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Product Vision Board, Vision Statement, Assumptions and Validation Questions | 7S Assessment, Alignment Gaps, Change Actions | KPI Tree, Owner List |
Tags1 shared | VisionNarrativeAlignment | VisionCanvasStrategyAlignment | OrganizationStrategyAlignmentChange | MetricsStrategyAlignmentMeasurement |