View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Delivery Value Stream Mapping |  Engineering Kanban |  Business Strategy McKinsey 7S |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | 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. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | Ongoing | 2-4 h | 90-180 min initial, dann laufend |
Participantsdifferent | 4-10 | 2-12 | 3-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Kanban board, WIP policies, Flow metrics | 7S Assessment, Alignment Gaps, Change Actions | KPI Tree, Owner List |
Tagsno overlap | LeanFlowWasteDelivery | FlowVisual managementDelivery | OrganizationStrategyAlignmentChange | MetricsStrategyAlignmentMeasurement |