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| Criterion |  Innovation How Might We |  Business Strategy VRIO Framework |  Innovation SCAMPER |  Innovation Lotus Blossom |
|---|---|---|---|---|
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. | When a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30–45 min | 90-180 min | 30-60 min | 45-90 min |
Participantsdifferent | 1-10 | 3-6 | 2-10 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | VRIO Table, Strategic Actions | SCAMPER Idea List, Concept Shortlist, Variation Notes | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | FramingOpportunityIdeationQuestions | StrategyDiagnosisBusiness modelCapability | BrainstormingIdeationCreativityReframingInnovation | BrainstormingIdeationCreativityDivergenceWorkshop |