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| Criterion |  Systems Thinking Leverage Points |  Business Strategy McKinsey 7S |  Growth A/B Testing |  Product Discovery Assumption 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. | 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. | When two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | High | Medium | High | Medium |
Timedifferent | Half day | 2-4 h | 1-4 Wochen | 45-60 min |
Participantsdifferent | 3-12 | 3-12 | 1-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | 7S Assessment, Alignment Gaps, Change Actions | Experiment results, Decision log, Learning summary | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | Systems thinkingChangeStrategy | OrganizationStrategyAlignmentChange | ExperimentsGrowthAnalyticsValidation | AssumptionsRiskExperimentsValidation |