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| Criterion |  Business Strategy VRIO Framework |  Innovation SCAMPER |  Innovation Brainstorming |  Innovation Lotus Blossom |
|---|---|---|---|---|
Purposedifferent | 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 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. | 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 | Medium | Low | Low | Low |
Timedifferent | 90-180 min | 30-60 min | 30-60 min | 45-90 min |
Participantsdifferent | 3-6 | 2-10 | 4-12 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | SCAMPER Idea List, Concept Shortlist, Variation Notes | Idea pool, Theme clusters, Shortlist | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | BrainstormingIdeationCreativityReframingInnovation | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationCreativityDivergenceWorkshop |