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| Criterion |  Innovation How Might We |  Decision Making Pre-Mortem |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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. | 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. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | 30–45 min | 20–45 min | Half day | 90-180 min |
Participantsdifferent | 1-10 | Small cross-functional group | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Risk list, Mitigation plan, Assumption log | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | FramingOpportunityIdeationQuestions | RiskDecisionFailurePlanning | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |