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| Criterion |  Systems Thinking Leverage Points |  Business Strategy VRIO Framework |  Business Strategy McKinsey 7S |  Systems Thinking Intervention 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. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | 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. |
Complexitydifferent | High | Medium | Medium | High |
Timedifferent | Half day | 90-180 min | 2-4 h | 1-5 Tage |
Participantsdifferent | 3-12 | 3-6 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | VRIO Table, Strategic Actions | 7S Assessment, Alignment Gaps, Change Actions | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | Systems thinkingChangeStrategy | StrategyDiagnosisBusiness modelCapability | OrganizationStrategyAlignmentChange | ChangeSystems thinkingCapability |