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| Criterion |  Delivery Value Stream Mapping |  Business Strategy McKinsey 7S |  Systems Thinking Intervention Mapping |  Facilitation Alignment 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. | 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. | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-3 h | 2-4 h | 1-5 Tage | 1-2 h |
Participantsdifferent | 4-10 | 3-12 | 4-12 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | 7S Assessment, Alignment Gaps, Change Actions | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | LeanFlowWasteDelivery | OrganizationStrategyAlignmentChange | ChangeSystems thinkingCapability | AlignmentStakeholdersStrategyFacilitation |