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| Criterion |  Delivery Value Stream Mapping |  Systems Thinking Leverage Points |  Product Strategy KPI Tree |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
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. | 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. | 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 | Medium | High | Medium | Medium |
Timedifferent | 1-3 h | Half day | 90-180 min initial, dann laufend | 2-4 h |
Participantsdifferent | 4-10 | 3-12 | 3-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Leverage Map, Action Strategy | KPI Tree, Owner List | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | LeanFlowWasteDelivery | Systems thinkingChangeStrategy | MetricsStrategyAlignmentMeasurement | OrganizationStrategyAlignmentChange |