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| Criterion |  Innovation Lean Startup |  Innovation Rolestorming |  Innovation Crazy 8s |  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 a search for ideas stalls, switching roles helps people step outside their own perspective and activate new logics of action. The method reduces habit because contributions arise from a different stance. This brings unfamiliar, often fitting solution approaches into play. | With only a few minutes available and a still-fuzzy solution search, the method forces a wide range of variants. It produces fast sketches before the first idea can settle in, making different directions directly comparable and open to further development. | 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 | Low | Low | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 30-60 min | 8-15 min | 30-60 min |
Participantsdifferent | 2-8 | 3-12 | 1-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Sketch Set, Idea Shortlist, Direction Options | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | LeanStartupValidationMVP | BrainstormingIdeationCreativity | BrainstormingSketchingSpeedDivergenceDesign sprint | BrainstormingIdeationCreativityRisk |