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| Criterion |  Systems Thinking Leverage Points |  Business Strategy Value Chain Analysis |  Business Strategy McKinsey 7S |  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. | 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. | 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 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 | High | Medium | Medium |
Timedifferent | Half day | Half day | 2-4 h | 1-2 h |
Participantsdifferent | 3-12 | 3-8 | 3-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Value Chain Map, Lever List | 7S Assessment, Alignment Gaps, Change Actions | Alignment Map, Open Issues, Decision Questions |
Tags1 shared | Systems thinkingChangeStrategy | StrategyBusiness modelDiagnosisAnalysis | OrganizationStrategyAlignmentChange | AlignmentStakeholdersStrategyFacilitation |