View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Systems Thinking Leverage Points |  Business Strategy McKinsey 7S |  Business Strategy Value Chain Analysis |  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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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 | Half day | 1-2 h |
Participantsdifferent | 3-12 | 3-12 | 3-8 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | 7S Assessment, Alignment Gaps, Change Actions | Value Chain Map, Lever List | Alignment Map, Open Issues, Decision Questions |
Tags1 shared | Systems thinkingChangeStrategy | OrganizationStrategyAlignmentChange | StrategyBusiness modelDiagnosisAnalysis | AlignmentStakeholdersStrategyFacilitation |