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| Criterion |  Innovation How Might We |  Business Strategy McKinsey 7S |  Systems Thinking Leverage Points |  Systems Thinking CATWOE 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. | 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 30–45 min | 2-4 h | Half day | 45-90 min |
Participantsdifferent | 1-10 | 3-12 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | 7S Assessment, Alignment Gaps, Change Actions | Leverage Map, Action Strategy | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints |
Tagsno overlap | FramingOpportunityIdeationQuestions | OrganizationStrategyAlignmentChange | Systems thinkingChangeStrategy | Systems thinkingFramingStakeholders |