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| Criterion |  Agile NoEstimates |  Systems Thinking Leverage Points |  Business Strategy McKinsey 7S |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
Purposedifferent | When estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | laufend | Half day | 2-4 h | 2-4 h |
Participantsdifferent | 2-12 | 3-12 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Leverage Map, Action Strategy | 7S Assessment, Alignment Gaps, Change Actions | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | EstimationForecastingFlow | Systems thinkingChangeStrategy | OrganizationStrategyAlignmentChange | Theory of ConstraintsSystems thinkingChange |