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| Criterion |  Innovation SCAMPER |  Innovation TRIZ |  Business Strategy Business Model Canvas |  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. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | 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 | High | Medium | Low |
Timedifferent | 30-60 min | 1-4 h | 1-2 h | 30-60 min |
Participantsdifferent | 2-10 | 2-8 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | SCAMPER Idea List, Concept Shortlist, Variation Notes | Contradiction Statement, Inventive Principles, Solution Concepts | Business Model Canvas, Assumption List, Business Hypotheses | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | BrainstormingIdeationCreativityReframingInnovation | InnovationProblem solvingContradictionsCreativity | Business modelStrategyValueInnovation | BrainstormingIdeationCreativityWorkshopDivergence |