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| Criterion |  Delivery Value Stream Mapping |  Business Strategy McKinsey 7S |  Product Strategy KPI Tree |  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. | 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 2-4 h | 90-180 min initial, dann laufend | 1-2 h |
Participantsdifferent | 4-10 | 3-12 | 3-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | 7S Assessment, Alignment Gaps, Change Actions | KPI Tree, Owner List | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | LeanFlowWasteDelivery | OrganizationStrategyAlignmentChange | MetricsStrategyAlignmentMeasurement | AlignmentStakeholdersStrategyFacilitation |