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| Criterion |  Innovation Double Diamond |  Operations ABC Analysis |  Innovation Worst Possible Idea |  Innovation SCAMPER |
|---|---|---|---|---|
Purposedifferent | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | 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 a seemingly familiar problem with paralyzing seriousness, the method dissolves pressure and fear of judgment. It deliberately makes failure pictures extreme, so hidden assumptions become visible faster. This clarifies what a workable path should avoid. | 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 | Medium | Low | Low | Low |
Timedifferent | Wochen bis Monate | 30-60 min | 20-45 min | 30-60 min |
Participantsdifferent | 3-12 | 1-5 | 3-12 | 2-10 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | ABC Classification, Focus Rules, Control List | Bad Idea List, Reframed Concepts, Idea Shortlist | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | ProcessDivergenceInnovation | PrioritizationOperationsPortfolio | IdeationCreativityDivergence | BrainstormingIdeationCreativityReframingInnovation |