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| Criterion |  Delivery Value Stream Mapping |  Systems Thinking Leverage Points |  Business Strategy Balanced Scorecard |  Systems Thinking Intervention Mapping |
|---|---|---|---|---|
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. | 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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. |
Complexitydifferent | Medium | High | High | High |
Timedifferent | 1-3 h | Half day | Halber Tag bis mehrere Wochen | 1-5 Tage |
Participantsdifferent | 4-10 | 3-12 | 4-12 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Leverage Map, Action Strategy | Balanced Scorecard, Strategic Measures, Initiative Map | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | LeanFlowWasteDelivery | Systems thinkingChangeStrategy | StrategyMetricsExecution | ChangeSystems thinkingCapability |