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| Criterion |  Systems Thinking Leverage Points |  Engineering Kanban |  Delivery Value Stream Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
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 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. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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 | High | Medium | Medium | Medium |
Timedifferent | Half day | Ongoing | 1-3 h | 2-4 h |
Participantsdifferent | 3-12 | 2-12 | 4-10 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Kanban board, WIP policies, Flow metrics | Current-state map, Future-state map, Bottleneck list | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | Systems thinkingChangeStrategy | FlowVisual managementDelivery | LeanFlowWasteDelivery | OrganizationStrategyAlignmentChange |