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| Criterion |  Operations Gemba Walk |  Innovation SCAMPER |  Innovation Lotus Blossom |  Innovation Double Diamond |
|---|---|---|---|---|
Purposedifferent | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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 central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. | 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. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 30-120 min | 30-60 min | 45-90 min | Wochen bis Monate |
Participantsdifferent | 2-6 | 2-10 | 3-10 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | SCAMPER Idea List, Concept Shortlist, Variation Notes | Lotus Diagram, Idea Themes, Shortlist | Problem Statement, Solution Options, Prototypes, Deliverables per Phase |
Tagsno overlap | LeanObservationProcessOperations | BrainstormingIdeationCreativityReframingInnovation | BrainstormingIdeationCreativityDivergenceWorkshop | ProcessDivergenceInnovation |