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| Criterion |  Business Strategy McKinsey 7S |  Innovation SCAMPER |  Facilitation Alignment Mapping |  Innovation Brainstorming |
|---|---|---|---|---|
Purposedifferent | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | 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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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 | 2-4 h | 30-60 min | 1-2 h | 30-60 min |
Participantsdifferent | 3-12 | 2-10 | 4-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | SCAMPER Idea List, Concept Shortlist, Variation Notes | Alignment Map, Open Issues, Decision Questions | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | OrganizationStrategyAlignmentChange | BrainstormingIdeationCreativityReframingInnovation | AlignmentStakeholdersStrategyFacilitation | BrainstormingIdeationCreativityWorkshopDivergence |