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| Criterion |  Innovation Brainwriting |  Business Strategy SWOT Analysis |  Innovation Design Charrette |  Business Strategy PESTLE Analysis |
|---|---|---|---|---|
Purposedifferent | When loud voices or hierarchy distort the idea search, the method creates a quiet entry into joint development. It gives everyone thinking space and gathers contributions without social brakes, making diversity more visible and easier to build on. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. | 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. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 15-30 min | 30-60 min | Halber Tag bis mehrere Tage | 1-3 h |
Participantsdifferent | 3-12 | 3-12 | 10-50 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Idea sheets, Expanded concepts, Prioritized list | SWOT matrix, Strategic options, Action list | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | BrainstormingCollaborationInclusionIdeas | StrategyAnalysisMarketPositioning | BrainstormingWorkshopCollaborationIdeation | StrategyMarketAnalysis |