The VCW is different from other frameworks in the sense that it is compulsory to engage the Leaders and KDMs, that is, those who have the “4Ms” (Manpower-Team, Minute-Time, Money-Budget, Motivation-Engagement) to address the organization challenges. By engaging with organizations, the VCW Lab can help identify key issues, generate a wide range of potential solutions, and systematically select the most viable options​ using the criteria selected by the KDMs. The VCW emphasizes the importance of engaging leaders and key decision-makers who possess the "4Ms" for several critical reasons: First, ensuring resource availability (Manpower, Money). Successful projects require the right human resources. This means having team members with the necessary skills, expertise, and commitment to execute the project tasks effectively. Engaging leaders who can allocate and manage these human resources is essential for ensuring that the project is adequately staffed and that team members are aligned with the project goals. Additionally, adequate funding is crucial for any project’s success. Leaders who have control over financial resources can ensure that the project has the necessary budget to cover costs, from initial research and development to implementation and scaling. Without committed financial support, even the most promising projects can falter. Second, Commitment of Time (Minute). Projects, especially those involving innovation and sustainability, require significant time investment. Engaged leaders must be willing to dedicate their time to oversee project development, provide guidance, make critical decisions, and ensure that milestones are met. Their involvement helps maintain project momentum and addresses issues promptly as they arise. Third is the Driving Force (Motivation). Motivated leaders inspire and motivate their teams to achieve project objectives. Their commitment and enthusiasm can motivate the entire team, fostering a productive and positive project environment. Motivated leaders are also more likely to champion the project within the organization, securing necessary support and resources. Engaging motivated leaders and key decision-makers ensures that the project aligns with the organization’s strategic objectives. These leaders can make high-level decisions that shape the project’s direction and ensure it remains focused on achieving its goals. Their strategic oversight helps navigate complex challenges and seize opportunities that arise during the project lifecycle. In conclusion, projects led by leaders with the 4Ms are more likely to achieve sustainable and long-term success. These leaders ensure that the project is initiated and sustained through to completion and beyond, integrating its outcomes into the organization’s operations and strategic framework. In conclusion, the VCW Lab insists on the engagement of leaders and KDMs with the 4Ms to ensure that projects are well-resourced, strategically aligned, and driven by committed and motivated individuals. This approach increases the likelihood of project success, sustainability, and the achievement of desired outcomes. Engaging these leaders helps navigate the complexities of innovation and ensures that projects have the necessary support to thrive.

The VCW Lab fosters collaboration and integrates diverse perspectives into the innovation process following different approaches. First, after identifying the challenge to be addressed, identify all the relevant stakeholders who might be impacted by or are interested in the project. This includes internal stakeholders (e.g., employees, management, and shareholders) and external stakeholders (e.g., customers, suppliers, partners, community members, regulatory bodies, and non-governmental organizations). Collect primary (e.g., surveys, interviews, focus groups) and secondary data to understand the context and the needs and expectations of stakeholders regarding the challenge. This phase ensures that there are diverse teams with representatives from different stakeholder groups to ensure a variety of perspectives. Second, all the relevant stakeholders should be engaged in VCW workshops and meetings, as well as collaborative sessions where stakeholders can voice their opinions, share insights, and generate ideas and filters to select the best solutions. Third, once ideas and filters are generated with the support of the stakeholders, the KDMs select the best ideas, select the best filters, and rank them, defining them as red lines, “must have,” and “nice to have”. Fourth, the VCW process systematically evaluates the ideas and filters them based on criteria decided and raked by the KDMs (e.g., cost, feasibility, impact, and alignment with strategic goals) using different methods such as KDMs weigh voting, the VCW Funnel, and Multicriteria Analysis (MCDA). Selected ideas are developed and tested in real-world scenarios. This iterative development process allows refining the solutions based on stakeholder feedback and performance metrics. Fifth, the VCW method moves to implementation and scaling through detailed planning that includes the 4Ms, namely timelines, human and financial resources, and responsibilities. Maintaining engagement with stakeholders throughout the implementation phase is critical to ensure continuous feedback and adaptation. We conclude with monitoring and evaluation, where the implemented solutions and their impact are evaluated. This includes performance metrics (KPIs to measure success) and feedback loops where the VCW establishes mechanisms for continuous stakeholder feedback to facilitate ongoing improvement.

·        The VCW differs from other methods in encouraging creative and divergent thinking to produce various solutions and criteria to select the best solutions. Its comprehensive approach to generating filters and criteria for selecting the best ideas distinguishes itself. This allows us to systematically evaluate the ideas to identify the most viable options for implementation. The VCW method develops, analyses, and implements different criteria and filters in different stages. First, using stakeholders and KDMs input criteria are developed to evaluate the potential solutions. These criteria typically include factors such as feasibility, cost-effectiveness, alignment with strategic goals, potential impact, and sustainability. This ensures that the VCW process is comprehensive and inclusive. Second, the criteria are iteratively refined through discussions and feedback from stakeholders (e.g. by applying the POKER method), ensuring they are robust and well-defined​. Then, the KDMs define the criteria as “red line,” must have, and nice to have. Then, scoring and ranking. Through the VCW Funnel and MCDA the potential solutions are scored and ranked based on the established criteria. This process involves quantitative and qualitative assessments to ensure a balanced evaluation. During this process, filters are applied to eliminate solutions that do not meet the minimum requirements or are not aligned with strategic goals. This helps narrow down the options to the most promising ones. The generation of these criteria/filters is essential for several reasons:
First, it ensures strategic alignment: by developing criteria that align with strategic goals, the VCW ensures that the selected ideas support the organization's broader objectives. This alignment is crucial for securing executive support and resources​. Second, enhancing feasibility and practicality: The criteria help assess the feasibility and practicality of ideas, ensuring that only those solutions that can be realistically implemented are selected. This prevents wasted resources on unfeasible projects. Third, promoting inclusivity and buy-in: involving stakeholders in the criteria development process promotes inclusivity and ensures that diverse perspectives are considered. This leads to greater buy-in and support for the selected solutions. Fourth, driving sustainability: criteria often include sustainability factors, ensuring that the solutions address immediate problems and contribute to long-term environmental and social goals. Fifth, optimizing resource allocation. By applying filters and criteria, organizations can focus their resources on the most promising ideas, optimizing the allocation of time, money, and manpower. Finally, it facilitates transparency and accountability. Well-defined criteria and a transparent selection process ensure accountability and fairness. Stakeholders can see how decisions are made, which builds trust and support for the project​​. In conclusion, the VCW Lab’s process of generating filters and criteria is critical to its methodology. It ensures that solutions are strategically aligned, feasible, inclusive, sustainable, and resource-efficient. This structured approach helps organizations select the best ideas with confidence and clarity, leading to successful innovation and problem-solving outcomes.

The VCW methodology encourages a holistic and comprehensive approach to problem-solving that considers economic, social, and environmental impacts. First, by involving diverse stakeholders in the co-creation process, the VCW Lab ensures that the solutions address the needs and concerns of all parties, promoting social sustainability. Second, the VCW method includes evaluating proposed solutions' resource efficiency, helping organizations minimize waste, and optimizing the use of resources. Third, the VCW Lab emphasizes the importance of considering the long-term implications of solutions, ensuring they contribute to sustainable development goals (SDGs). Finally, the VCW Lab incorporates sustainability metrics and impact assessments into the decision-making process, enabling organizations to measure and track the sustainability of their initiatives. Overall, this ensures that the solutions provided by the VCW Lab are sustainable in the long term. By engaging stakeholders, evaluating resource efficiency, and considering long-term impacts, the VCW Lab ensures that its projects contribute to sustainable