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| Criterion |  Innovation How Might We |  Business Strategy Value Chain Analysis |  Innovation SCAMPER |
|---|---|---|---|
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. | For an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. |
Complexitydifferent | Low | High | Low |
Timedifferent | 30–45 min | Half day | 30-60 min |
Participantsdifferent | 1-10 | 3-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Value Chain Map, Lever List | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | FramingOpportunityIdeationQuestions | StrategyBusiness modelDiagnosisAnalysis | BrainstormingIdeationCreativityReframingInnovation |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
