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| Criterion |  Systems Thinking Intervention Mapping |  Business Strategy McKinsey 7S |  Product Strategy KPI Tree |  Product Strategy Counter Metrics |
|---|---|---|---|---|
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. | 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. | 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. | 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. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 1-5 Tage | 2-4 h | 90-180 min initial, dann laufend | 30-60 min |
Participantsdifferent | 4-12 | 3-12 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | 7S Assessment, Alignment Gaps, Change Actions | KPI Tree, Owner List | Counter Metric List, Guardrail Definitions |
Tagsno overlap | ChangeSystems thinkingCapability | OrganizationStrategyAlignmentChange | MetricsStrategyAlignmentMeasurement | MetricsMeasurementStrategyExperiments |