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| Criterion |  Systems Thinking System Dynamics Simulation |  Business Strategy McKinsey 7S |  Systems Thinking Leverage Points |  Systems Thinking Wardley Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. |
Complexitydifferent | High | Medium | High | Medium |
Timedifferent | Mehrere Tage bis Wochen | 2-4 h | Half day | 1-3 h |
Participantsdifferent | 1-5 Modellierende, Stakeholder asynchron | 3-12 | 3-12 | 2-10 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | Simulation Model, Scenario Reports | 7S Assessment, Alignment Gaps, Change Actions | Leverage Map, Action Strategy | Wardley Map, Strategic Options, Evolution Notes |
Tagsno overlap | Systems thinkingDynamicsSimulationAnalysis | OrganizationStrategyAlignmentChange | Systems thinkingChangeStrategy | StrategySystems thinkingDynamics |