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| Criterion |  Innovation How Might We |  Business Strategy VRIO Framework |  Innovation SCAMPER |  Business Strategy Business Model Stress Test |
|---|---|---|---|---|
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. | 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. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. |
Complexitydifferent | Low | Medium | Low | High |
Timedifferent | 30–45 min | 90-180 min | 30-60 min | Half day |
Participantsdifferent | 1-10 | 3-6 | 2-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | VRIO Table, Strategic Actions | SCAMPER Idea List, Concept Shortlist, Variation Notes | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | FramingOpportunityIdeationQuestions | StrategyDiagnosisBusiness modelCapability | BrainstormingIdeationCreativityReframingInnovation | StrategyBusiness modelRiskDiagnosis |