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| Criterion |  Operations ABC Analysis |  Innovation TRIZ |  Innovation Brainstorming |  Innovation SCAMPER |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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. | 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. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 30-60 min | 1-4 h | 30-60 min | 30-60 min |
Participantsdifferent | 1-5 | 2-8 | 4-12 | 2-10 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Contradiction Statement, Inventive Principles, Solution Concepts | Idea pool, Theme clusters, Shortlist | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | PrioritizationOperationsPortfolio | InnovationProblem solvingContradictionsCreativity | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationCreativityReframingInnovation |