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| Criterion |  Innovation Morphological Analysis |  Business Strategy McKinsey 7S |  Facilitation Stakeholder Mapping |  Innovation SCAMPER |
|---|---|---|---|---|
Purposedifferent | For a search for solutions with many degrees of freedom, a grid emerges for systematic combinations. The method separates features, variants, and exclusion criteria, so the space gets explored deliberately. | 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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 2-4 h | 60–90 min | 30-60 min |
Participantsdifferent | 2-8 | 3-12 | 2-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Morphological Box, Concept Combinations, Idea Shortlist | 7S Assessment, Alignment Gaps, Change Actions | Stakeholder Map, Engagement Plan, Risk Notes | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | IdeationInnovationCreativity | OrganizationStrategyAlignmentChange | StakeholdersAlignmentFacilitationChange | BrainstormingIdeationCreativityReframingInnovation |