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| Criterion |  Systems Thinking Leverage Points |  Business Strategy McKinsey 7S |  Systems Thinking Intervention Mapping |  Product Strategy KPI Tree |
|---|---|---|---|---|
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. | 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. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. |
Complexitydifferent | High | Medium | High | Medium |
Timedifferent | Half day | 2-4 h | 1-5 Tage | 90-180 min initial, dann laufend |
Participantsdifferent | 3-12 | 3-12 | 4-12 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | 7S Assessment, Alignment Gaps, Change Actions | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | KPI Tree, Owner List |
Tagsno overlap | Systems thinkingChangeStrategy | OrganizationStrategyAlignmentChange | ChangeSystems thinkingCapability | MetricsStrategyAlignmentMeasurement |