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| Criterion |  Business Strategy Strategy Map |  Innovation Rolestorming |  Innovation Round Robin Brainstorming |  Innovation Brainstorming |
|---|---|---|---|---|
Purposedifferent | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | When a search for ideas stalls, switching roles helps people step outside their own perspective and activate new logics of action. The method reduces habit because contributions arise from a different stance. This brings unfamiliar, often fitting solution approaches into play. | With unevenly distributed speaking time, the method brings every person into the contribution one after another. It prevents early voices from setting the direction while still producing a shared idea space. This makes participation plannable and the team's diversity visible. | 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 | Medium | Low | Low | Low |
Timedifferent | 2-4 h workshop plus review | 30-60 min | 20-45 min | 30-60 min |
Participantsdifferent | 4-10 | 3-12 | 4-10 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Idea List, Cluster, Shortlist | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | AlignmentExecutionGoalsCausality | BrainstormingIdeationCreativity | BrainstormingIdeationFacilitationInclusionCreativity | BrainstormingIdeationCreativityWorkshopDivergence |