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| Criterion |  Innovation How Might We |  Business Strategy VRIO Framework |  Product Strategy Impact Mapping |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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. | 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. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30–45 min | 90-180 min | 45-90 min | 1-2 h |
Participantsdifferent | 1-10 | 3-6 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | VRIO Table, Strategic Actions | Impact Map, Outcome Hypotheses, Delivery Options | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | FramingOpportunityIdeationQuestions | StrategyDiagnosisBusiness modelCapability | OutcomesStrategyBehaviorPlanning | Business modelStrategyValueInnovation |