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| Criterion |  Engineering Kanban |  Systems Thinking Intervention Mapping |  Systems Thinking Leverage Points |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | 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. | 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 | Medium | High | High | Medium |
Timedifferent | Ongoing | 1-5 Tage | Half day | 2-4 h |
Participantsdifferent | 2-12 | 4-12 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Leverage Map, Action Strategy | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | FlowVisual managementDelivery | ChangeSystems thinkingCapability | Systems thinkingChangeStrategy | OrganizationStrategyAlignmentChange |