View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Innovation How Might We |  Product Discovery Assumption Mapping |  Business Strategy Value Chain Analysis |
|---|---|---|---|
Purposedifferent | With a stuck problem carrying many implicit assumptions, the method translates observations into open, workable questions. It sharpens the problem frame without pre-thinking the solution, turning frustration or fuzziness into a search space with clear direction. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. |
Complexitydifferent | Low | Medium | High |
Timedifferent | 30–45 min | 45-60 min | Half day |
Participantsdifferent | 1-10 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Assumption map, Test backlog, Risk ranking | Value Chain Map, Lever List |
Tagsno overlap | FramingOpportunityIdeationQuestions | AssumptionsRiskExperimentsValidation | StrategyBusiness modelDiagnosisAnalysis |
Often compared together
Methods with strong topical overlap with the current selection, not yet in the comparison.
