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| Criterion |  Systems Thinking Intervention Mapping |  Business Strategy Balanced Scorecard |  Product Strategy KPI Tree |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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. | 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. |
Complexitydifferent | High | High | Medium | High |
Timedifferent | 1-5 Tage | Halber Tag bis mehrere Wochen | 90-180 min initial, dann laufend | Half day |
Participantsdifferent | 4-12 | 4-12 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Balanced Scorecard, Strategic Measures, Initiative Map | KPI Tree, Owner List | Leverage Map, Action Strategy |
Tagsno overlap | ChangeSystems thinkingCapability | StrategyMetricsExecution | MetricsStrategyAlignmentMeasurement | Systems thinkingChangeStrategy |