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| Criterion |  Systems Thinking Leverage Points |  Business Strategy Ansoff Matrix |  Business Strategy McKinsey 7S |  Systems Thinking Intervention Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | 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. | 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. |
Complexitydifferent | High | Low | Medium | High |
Timedifferent | Half day | 45-90 min | 2-4 h | 1-5 Tage |
Participantsdifferent | 3-12 | 2-8 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Ansoff Matrix, Growth Options, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | Systems thinkingChangeStrategy | GrowthStrategyMarketPortfolio | OrganizationStrategyAlignmentChange | ChangeSystems thinkingCapability |