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| Criterion |  Delivery Value Stream Mapping |  Systems Thinking Leverage Points |  Facilitation Power Interest Grid |  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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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 | Low | Medium |
Timedifferent | 1-3 h | Half day | 30-60 min | 2-4 h |
Participantsdifferent | 4-10 | 3-12 | 2-8 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Leverage Map, Action Strategy | Power Interest Grid, Strategy per Stakeholder | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | LeanFlowWasteDelivery | Systems thinkingChangeStrategy | StakeholdersFacilitationAlignmentPlanning | OrganizationStrategyAlignmentChange |