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| Criterion |  Product Strategy Lean Canvas |  Innovation SCAMPER |  Innovation Lean Startup |  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. | 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. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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 | Low | Medium | Low |
Timedifferent | 45-90 min | 30-60 min | Wochen bis Monate je Lernzyklus | 30-60 min |
Participantsdifferent | 1-6 | 2-10 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | SCAMPER Idea List, Concept Shortlist, Variation Notes | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | StartupLeanAssumptionsBusiness model | BrainstormingIdeationCreativityReframingInnovation | LeanStartupValidationMVP | BrainstormingIdeationCreativityWorkshopDivergence |