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| Criterion |  Innovation How Might We |  Systems Thinking VUCA Scan |  Business Strategy GAP Analysis |  Business Strategy PESTLE 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 VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30–45 min | 30-90 min | 1-3 h | 1-3 h |
Participantsdifferent | 1-10 | 1-10 | 2-8 | 2-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | VUCA Map, Response Options, Signal and Learning Plan | Gap Matrix, Action Plan, Risk Notes | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | FramingOpportunityIdeationQuestions | SensemakingUncertaintyComplexityStrategyForesight | StrategyAnalysisPlanning | StrategyMarketAnalysis |