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| Criterion |  Business Strategy Scenario Planning |  Innovation Reverse Brainstorming |  Innovation Brainstorming |
|---|---|---|---|
Purposedifferent | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | 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 | High | Low | Low |
Timedifferent | 0.5-2 Tage | 30-60 min | 30-60 min |
Participantsdifferent | 4-12 | 3-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Reverse Ideas, Risk Themes, Solution Ideas | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | StrategyUncertaintyPlanning | BrainstormingIdeationCreativityRisk | BrainstormingIdeationCreativityWorkshopDivergence |
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