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| Criterion |  Agile Ideal Days |  Systems Thinking Leverage Points |  Business Strategy McKinsey 7S |
|---|---|---|---|
Purposedifferent | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | 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 | Low | High | Medium |
Timedifferent | 15-60 min | Half day | 2-4 h |
Participantsdifferent | 2-9 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Leverage Map, Action Strategy | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | EstimationEffortAgile | Systems thinkingChangeStrategy | OrganizationStrategyAlignmentChange |
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