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| Criterion |  Innovation How Might We |  Business Strategy Balanced Scorecard |  Facilitation Stakeholder Mapping |  Product Strategy KPI Tree |
|---|---|---|---|---|
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. | 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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 30–45 min | Halber Tag bis mehrere Wochen | 60–90 min | 90-180 min initial, dann laufend |
Participantsdifferent | 1-10 | 4-12 | 2-8 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Balanced Scorecard, Strategic Measures, Initiative Map | Stakeholder Map, Engagement Plan, Risk Notes | KPI Tree, Owner List |
Tagsno overlap | FramingOpportunityIdeationQuestions | StrategyMetricsExecution | StakeholdersAlignmentFacilitationChange | MetricsStrategyAlignmentMeasurement |