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| Criterion |  Systems Thinking Intervention Mapping |  Business Strategy McKinsey 7S |  Business Strategy Value Chain Analysis |  Business Strategy Business Model Stress Test |
|---|---|---|---|---|
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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. |
Complexitydifferent | High | Medium | High | High |
Timedifferent | 1-5 Tage | 2-4 h | Half day | Half day |
Participantsdifferent | 4-12 | 3-12 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | 7S Assessment, Alignment Gaps, Change Actions | Value Chain Map, Lever List | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | ChangeSystems thinkingCapability | OrganizationStrategyAlignmentChange | StrategyBusiness modelDiagnosisAnalysis | StrategyBusiness modelRiskDiagnosis |