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| Criterion |  Agile ROAM Board |  Systems Thinking Systems Mapping |  Systems Thinking Intervention 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. | 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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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 | Medium | High | Medium |
Timedifferent | 20-40 min initial, dann laufend | 1-3 h | 1-5 Tage | 2-4 h |
Participantsdifferent | 3-15 | 3-12 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | ROAM Board, Owner List | System Map, Dependencies, Leverage Points | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | RiskAgileTrackingAlignment | Systems thinkingMappingBoundariesChange | ChangeSystems thinkingCapability | OrganizationStrategyAlignmentChange |