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| Criterion |  Facilitation Alignment Mapping |  Product Strategy Counter Metrics |  Systems Thinking Leverage Points |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-2 h | 30-60 min | Half day | 2-4 h |
Participantsdifferent | 4-12 | 2-6 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | Counter Metric List, Guardrail Definitions | Leverage Map, Action Strategy | 7S Assessment, Alignment Gaps, Change Actions |
Tags1 shared | AlignmentStakeholdersStrategyFacilitation | MetricsMeasurementStrategyExperiments | Systems thinkingChangeStrategy | OrganizationStrategyAlignmentChange |