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| Criterion |  Innovation How Might We |  Product Discovery Smoke Test |  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. | When demand only needs to be roughly verified, it tests interest with minimal effort. It measures whether people would take a next step at all. | 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 | 1-5 Tage | Half day | 90-180 min |
Participantsdifferent | 1-10 | Nutzertraffic | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Interest Metrics, Conversion Signal, Learning Note | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | FramingOpportunityIdeationQuestions | ValidationExperimentsDemandGrowth | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |