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| Criterion |  Innovation How Might We |  Decision Making Red Teaming |  Product Strategy DIBB |  Business Strategy Business Model Stress Test |
|---|---|---|---|---|
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. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. |
Complexitydifferent | Low | High | Low | High |
Timedifferent | 30–45 min | 1-4 h | 1-2 h | Half day |
Participantsdifferent | 1-10 | 3-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Challenge Findings, Risk Register, Mitigation Plan | DIBB document, Belief list, Bet list, Learning report | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | FramingOpportunityIdeationQuestions | RiskDecisionSensemaking | StrategyDecisionAssumptionsHypothesis | StrategyBusiness modelRiskDiagnosis |