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| Criterion |  Business Strategy VRIO Framework |  Innovation SCAMPER |  Innovation Design Charrette |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
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. | 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. | 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 | Medium | Low | Medium | Medium |
Timedifferent | 90-180 min | 30-60 min | Halber Tag bis mehrere Tage | 1-2 h |
Participantsdifferent | 3-6 | 2-10 | 10-50 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | VRIO Table, Strategic Actions | SCAMPER Idea List, Concept Shortlist, Variation Notes | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | BrainstormingIdeationCreativityReframingInnovation | BrainstormingWorkshopCollaborationIdeation | Business modelStrategyValueInnovation |