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| Criterion |  Systems Thinking Intervention Mapping |  Product Strategy Counter Metrics |  Business Strategy McKinsey 7S |  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. | 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. | 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. | 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 | Low | Medium | High |
Timedifferent | 1-5 Tage | 30-60 min | 2-4 h | Half day |
Participantsdifferent | 4-12 | 2-6 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Counter Metric List, Guardrail Definitions | 7S Assessment, Alignment Gaps, Change Actions | Leverage Map, Action Strategy |
Tagsno overlap | ChangeSystems thinkingCapability | MetricsMeasurementStrategyExperiments | OrganizationStrategyAlignmentChange | Systems thinkingChangeStrategy |