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| Criterion |  Innovation How Might We |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |  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. | 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. | 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 | High | Medium |
Timedifferent | 30–45 min | 90-180 min | Half day | 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 | Value Chain Map, Lever List | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | FramingOpportunityIdeationQuestions | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis | Business modelStrategyValueInnovation |