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| Criterion |  Product Strategy Lean Canvas |  Product Discovery Assumption Mapping |  Innovation SCAMPER |  Innovation Brainstorming |
|---|---|---|---|---|
Purposedifferent | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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 | 45-90 min | 45-60 min | 30-60 min | 30-60 min |
Participantsdifferent | 1-6 | 2-8 | 2-10 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Assumption map, Test backlog, Risk ranking | SCAMPER Idea List, Concept Shortlist, Variation Notes | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | StartupLeanAssumptionsBusiness model | AssumptionsRiskExperimentsValidation | BrainstormingIdeationCreativityReframingInnovation | BrainstormingIdeationCreativityWorkshopDivergence |