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| Criterion |  Agile ROAM Board |  Systems Thinking Leverage Points |  Delivery RAID Log |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | 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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | 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. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 20-40 min initial, dann laufend | Half day | 30 min Setup, dann laufend | 2-4 h |
Participantsdifferent | 3-15 | 3-12 | 1-3 maintaining, briefing for everyone | 3-12 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | ROAM Board, Owner List | Leverage Map, Action Strategy | RAID Log, Status Report Source | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | RiskAgileTrackingAlignment | Systems thinkingChangeStrategy | RiskTrackingStakeholdersGovernance | OrganizationStrategyAlignmentChange |