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| Criterion |  Business Strategy Strategy Map |  Innovation SCAMPER |  Innovation Morphological Analysis |  Innovation Lotus Blossom |
|---|---|---|---|---|
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. | 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 a search for solutions with many degrees of freedom, a grid emerges for systematic combinations. The method separates features, variants, and exclusion criteria, so the space gets explored deliberately. | 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 | Medium | Low | Medium | Low |
Timedifferent | 2-4 h workshop plus review | 30-60 min | 1-3 h | 45-90 min |
Participantsdifferent | 4-10 | 2-10 | 2-8 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | SCAMPER Idea List, Concept Shortlist, Variation Notes | Morphological Box, Concept Combinations, Idea Shortlist | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | AlignmentExecutionGoalsCausality | BrainstormingIdeationCreativityReframingInnovation | IdeationInnovationCreativity | BrainstormingIdeationCreativityDivergenceWorkshop |