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| Criterion |  Innovation How Might We |  Business Strategy Value Chain Analysis |  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. | 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 | Medium |
Timedifferent | 30–45 min | Half day | 1-3 h |
Participantsdifferent | 1-10 | 3-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Value Chain Map, Lever List | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | FramingOpportunityIdeationQuestions | StrategyBusiness modelDiagnosisAnalysis | StrategyMarketAnalysis |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
