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| Criterion |  Innovation Reverse Brainstorming |  Innovation Lean Startup |  Product Strategy Lean Canvas |  Innovation Brainstorming |
|---|---|---|---|---|
Purposedifferent | 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. | 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 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. | 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 | Low | Medium | Medium | Low |
Timedifferent | 30-60 min | Wochen bis Monate je Lernzyklus | 45-90 min | 30-60 min |
Participantsdifferent | 3-12 | 2-8 | 1-6 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Reverse Ideas, Risk Themes, Solution Ideas | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Lean Canvas, Core Assumptions, Experiment Backlog | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | BrainstormingIdeationCreativityRisk | LeanStartupValidationMVP | StartupLeanAssumptionsBusiness model | BrainstormingIdeationCreativityWorkshopDivergence |