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| Criterion |  Business Strategy GAP Analysis |  Innovation Contradiction Analysis |  Innovation SCAMPER |  Innovation Brainstorming |
|---|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 60-120 min | 30-60 min | 30-60 min |
Participantsdifferent | 2-8 | 2-8 | 2-10 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | SCAMPER Idea List, Concept Shortlist, Variation Notes | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | StrategyAnalysisPlanning | ContradictionsInnovationProblem solving | BrainstormingIdeationCreativityReframingInnovation | BrainstormingIdeationCreativityWorkshopDivergence |