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| Criterion |  Facilitation Stakeholder Mapping |  Innovation SCAMPER |  Business Strategy McKinsey 7S |  Innovation Lotus Blossom |
|---|---|---|---|---|
Purposedifferent | 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. | 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 a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 60–90 min | 30-60 min | 2-4 h | 45-90 min |
Participantsdifferent | 2-8 | 2-10 | 3-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | SCAMPER Idea List, Concept Shortlist, Variation Notes | 7S Assessment, Alignment Gaps, Change Actions | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | StakeholdersAlignmentFacilitationChange | BrainstormingIdeationCreativityReframingInnovation | OrganizationStrategyAlignmentChange | BrainstormingIdeationCreativityDivergenceWorkshop |