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| Criterion |  Business Strategy McKinsey 7S |  Systems Thinking Stock and Flow Diagram |  Systems Thinking System Dynamics Simulation |
|---|---|---|---|
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. | A Stock and Flow Diagram shows how stocks, inflows, and outflows shape a system over time. It is especially suited when growth, delays, or capacity limits determine the dynamics. | System Dynamics Simulation makes assumptions about time, delay, and feedback testable through experiments. It draws relationships, patterns, and feedback loops. The result is captured as a simulation model and scenario reports. |
Complexitydifferent | Medium | High | High |
Timedifferent | 2-4 h | 2-6 h | Mehrere Tage bis Wochen |
Participantsdifferent | 3-12 | 1-6 | 1-5 Modellierende, Stakeholder asynchron |
Formatdifferent | Workshop | Workshop + async | Async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses | Simulation Model, Scenario Reports |
Tagsno overlap | OrganizationStrategyAlignmentChange | DynamicsSimulationFeedbackSystems thinking | Systems thinkingDynamicsSimulationAnalysis |
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