View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Agile ROAM Board |  Systems Thinking Leverage Points |  Systems Thinking Systems Mapping |  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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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 | Medium | Medium |
Timedifferent | 20-40 min initial, dann laufend | Half day | 1-3 h | 2-4 h |
Participantsdifferent | 3-15 | 3-12 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | ROAM Board, Owner List | Leverage Map, Action Strategy | System Map, Dependencies, Leverage Points | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | RiskAgileTrackingAlignment | Systems thinkingChangeStrategy | Systems thinkingMappingBoundariesChange | OrganizationStrategyAlignmentChange |