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| Criterion |  Innovation How Might We |  Business Strategy Value Chain Analysis |  Business Strategy Ansoff Matrix |  Business Strategy PESTLE 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. | 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 Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 30–45 min | Half day | 45-90 min | 1-3 h |
Participantsdifferent | 1-10 | 3-8 | 2-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Value Chain Map, Lever List | Ansoff Matrix, Growth Options, Risk Notes | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | FramingOpportunityIdeationQuestions | StrategyBusiness modelDiagnosisAnalysis | GrowthStrategyMarketPortfolio | StrategyMarketAnalysis |