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| Criterion |  Innovation SCAMPER |  Operations Process Mapping |  Innovation Reverse Brainstorming |  Innovation Brainstorming |
|---|---|---|---|---|
Purposedifferent | 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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. | 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 | Low | Low |
Timedifferent | 30-60 min | 1-3 h | 30-60 min | 30-60 min |
Participantsdifferent | 2-10 | 3-10 | 3-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | SCAMPER Idea List, Concept Shortlist, Variation Notes | Process Map, Handoff List, Improvement Backlog | Reverse Ideas, Risk Themes, Solution Ideas | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | BrainstormingIdeationCreativityReframingInnovation | ProcessOperationsImprovement | BrainstormingIdeationCreativityRisk | BrainstormingIdeationCreativityWorkshopDivergence |