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| Criterion |  Systems Thinking Futures Wheel |  Systems Thinking Intervention Mapping |  Product Strategy KPI Tree |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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. | 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 | High | Medium | Medium |
Timedifferent | 60-120 min | 1-5 Tage | 90-180 min initial, dann laufend | 2-4 h |
Participantsdifferent | 3-10 | 4-12 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | KPI Tree, Owner List | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | ForesightSystems thinkingSignals | ChangeSystems thinkingCapability | MetricsStrategyAlignmentMeasurement | OrganizationStrategyAlignmentChange |