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| Criterion |  Business Strategy Value Chain Analysis |  Innovation Brainstorming |  Innovation Design Charrette |  Innovation Rapid Ideation |
|---|---|---|---|---|
Purposedifferent | 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. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | When a decision needs to be prepared quickly, the method generates many solution-close variants in a short time. It deliberately relies on pace to undercut self-censorship and perfectionism. This quickly produces a usable field for prioritization and further work. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | Half day | 30-60 min | Halber Tag bis mehrere Tage | 5-20 min |
Participantsdifferent | 3-8 | 4-12 | 10-50 | 1-20 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Value Chain Map, Lever List | Idea pool, Theme clusters, Shortlist | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Ideenpool, Roh-Shortlist, Cluster |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingWorkshopCollaborationIdeation | BrainstormingIdeationDivergenceSpeed |