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| Criterion |  Innovation How Might We |  Business Strategy PESTLE Analysis |  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. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. | 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 | 1-3 h | Half day |
Participantsdifferent | 1-10 | 2-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | PESTLE Map, External Risks, Strategic Questions | Value Chain Map, Lever List |
Tagsno overlap | FramingOpportunityIdeationQuestions | StrategyMarketAnalysis | StrategyBusiness modelDiagnosisAnalysis |
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