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| Criterion |  Systems Thinking Leverage Points |  Business Strategy McKinsey 7S |  Business Strategy Balanced Scorecard |  Facilitation Alignment 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | High | Medium | High | Medium |
Timedifferent | Half day | 2-4 h | Halber Tag bis mehrere Wochen | 1-2 h |
Participantsdifferent | 3-12 | 3-12 | 4-12 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | 7S Assessment, Alignment Gaps, Change Actions | Balanced Scorecard, Strategic Measures, Initiative Map | Alignment Map, Open Issues, Decision Questions |
Tags1 shared | Systems thinkingChangeStrategy | OrganizationStrategyAlignmentChange | StrategyMetricsExecution | AlignmentStakeholdersStrategyFacilitation |