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| Criterion |  Innovation How Might We |  Business Strategy Scenario Planning |  Product Strategy Impact Mapping |  Business Strategy GAP 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. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 30–45 min | 0.5-2 Tage | 45-90 min | 1-3 h |
Participantsdifferent | 1-10 | 4-12 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Scenario Set, Strategic Implications, Robust Options | Impact Map, Outcome Hypotheses, Delivery Options | Gap Matrix, Action Plan, Risk Notes |
Tagsno overlap | FramingOpportunityIdeationQuestions | StrategyUncertaintyPlanning | OutcomesStrategyBehaviorPlanning | StrategyAnalysisPlanning |