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| Criterion |  Innovation Lean Startup |  Innovation Design Sprint |  Innovation SCAMPER |  Innovation Reverse Brainstorming |
|---|---|---|---|---|
Purposedifferent | 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 the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | 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 persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 4-5 Tage | 30-60 min | 30-60 min |
Participantsdifferent | 2-8 | 5-8 | 2-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Prototype, Test Findings, Decision Rationale | SCAMPER Idea List, Concept Shortlist, Variation Notes | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | LeanStartupValidationMVP | Design sprintPrototypeValidationInnovation | BrainstormingIdeationCreativityReframingInnovation | BrainstormingIdeationCreativityRisk |