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| Criterion |  Innovation How Might We |  Knowledge Modeling Knowledge Mapping |  Business Strategy VRIO Framework |  Knowledge Modeling Concept Mapping |
|---|---|---|---|---|
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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30–45 min | 1-3 h | 90-180 min | 1-2 h |
Participantsdifferent | 1-10 | 3-12 | 3-6 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Knowledge Map, Critical Knowledge Areas, Transfer Plan | VRIO Table, Strategic Actions | Concept Map, Relationship Labels, Knowledge Gaps |
Tagsno overlap | FramingOpportunityIdeationQuestions | KnowledgeMappingRisk | StrategyDiagnosisBusiness modelCapability | KnowledgeConceptsMappingSensemaking |