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| Criterion |  Systems Thinking Leverage Points |  Product Strategy Impact Mapping |  Business Strategy McKinsey 7S |  Systems Thinking Theory of Change |
|---|---|---|---|---|
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. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. |
Complexitydifferent | High | Medium | Medium | High |
Timedifferent | Half day | 45-90 min | 2-4 h | 2-6 h |
Participantsdifferent | 3-12 | 3-8 | 3-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Impact Map, Outcome Hypotheses, Delivery Options | 7S Assessment, Alignment Gaps, Change Actions | Theory of Change Map, Assumptions, Outcome Measures |
Tags1 shared | Systems thinkingChangeStrategy | OutcomesStrategyBehaviorPlanning | OrganizationStrategyAlignmentChange | ImpactOutcomesSystems thinkingStrategy |