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| Criterion |  Innovation How Might We |  Business Strategy VRIO Framework |  Knowledge Modeling Knowledge 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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | 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 | 1-3 h | 1-2 h |
Participantsdifferent | 1-10 | 3-6 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | VRIO Table, Strategic Actions | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | FramingOpportunityIdeationQuestions | StrategyDiagnosisBusiness modelCapability | KnowledgeMappingRisk | Business modelStrategyValueInnovation |