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| Criterion |  Systems Thinking Leverage Points |  Business Strategy McKinsey 7S |  Systems Thinking Wardley Mapping |  Systems Thinking Causal Loop Diagram |
|---|---|---|---|---|
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. | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Half day | 2-4 h | 1-3 h | 1-3 h |
Participantsdifferent | 3-12 | 3-12 | 2-10 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | 7S Assessment, Alignment Gaps, Change Actions | Wardley Map, Strategic Options, Evolution Notes | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | Systems thinkingChangeStrategy | OrganizationStrategyAlignmentChange | StrategySystems thinkingDynamics | FeedbackSystems thinkingCausalityDynamics |