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| Criterion |  Innovation How Might We |  Business Strategy Scenario Planning |  Product Discovery Opportunity Solution Tree |
|---|---|---|---|
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 discovery keeps swinging between goals, ideas, and learning loops, it creates clear steering logic. It connects the desired outcome, opportunities, and experiments into a legible structure. |
Complexitydifferent | Low | High | Medium |
Timedifferent | 30–45 min | 0.5-2 Tage | 1-2 h Setup, laufend |
Participantsdifferent | 1-10 | 4-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Scenario Set, Strategic Implications, Robust Options | Opportunity Solution Tree, Experiment Backlog, Learning Log |
Tagsno overlap | FramingOpportunityIdeationQuestions | StrategyUncertaintyPlanning | DiscoveryOutcomesExperimentsOpportunity |
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