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| Criterion |  Innovation How Might We |  Business Strategy Value Chain Analysis |  Product Discovery Assumption Mapping |  Growth A/B Testing |
|---|---|---|---|---|
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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | When two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. |
Complexitydifferent | Low | High | Medium | High |
Timedifferent | 30–45 min | Half day | 45-60 min | 1-4 Wochen |
Participantsdifferent | 1-10 | 3-8 | 2-8 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Value Chain Map, Lever List | Assumption map, Test backlog, Risk ranking | Experiment results, Decision log, Learning summary |
Tagsno overlap | FramingOpportunityIdeationQuestions | StrategyBusiness modelDiagnosisAnalysis | AssumptionsRiskExperimentsValidation | ExperimentsGrowthAnalyticsValidation |