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| Criterion |  Business Strategy McKinsey 7S |  Systems Thinking Leverage Points |  Business Strategy Balanced Scorecard |  Product Strategy Counter Metrics |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | When a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. |
Complexitydifferent | Medium | High | High | Low |
Timedifferent | 2-4 h | Half day | Halber Tag bis mehrere Wochen | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 4-12 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Leverage Map, Action Strategy | Balanced Scorecard, Strategic Measures, Initiative Map | Counter Metric List, Guardrail Definitions |
Tags1 shared | OrganizationStrategyAlignmentChange | Systems thinkingChangeStrategy | StrategyMetricsExecution | MetricsMeasurementStrategyExperiments |