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| Criterion |  Delivery Value Stream Mapping |  Business Strategy McKinsey 7S |  Product Strategy KPI Tree |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
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. | 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-3 h | 2-4 h | 90-180 min initial, dann laufend | Halber Tag bis mehrere Wochen |
Participantsdifferent | 4-10 | 3-12 | 3-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | 7S Assessment, Alignment Gaps, Change Actions | KPI Tree, Owner List | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | LeanFlowWasteDelivery | OrganizationStrategyAlignmentChange | MetricsStrategyAlignmentMeasurement | StrategyMetricsExecution |