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| Criterion |  Innovation How Might We |  Business Strategy VRIO Framework |  Product Strategy Impact Mapping |  Business Strategy Value Chain 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. | 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. | 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. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 30–45 min | 90-180 min | 45-90 min | Half day |
Participantsdifferent | 1-10 | 3-6 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | VRIO Table, Strategic Actions | Impact Map, Outcome Hypotheses, Delivery Options | Value Chain Map, Lever List |
Tagsno overlap | FramingOpportunityIdeationQuestions | StrategyDiagnosisBusiness modelCapability | OutcomesStrategyBehaviorPlanning | StrategyBusiness modelDiagnosisAnalysis |