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| Criterion |  Systems Thinking VUCA Scan |  Business Strategy Three Horizons |  Innovation Brainstorming |  Innovation SCAMPER |
|---|---|---|---|---|
Purposedifferent | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | Three Horizons helps clarify strategic options across different timeframes. It compares strengths, risks, market logic, and investment choices, and captures the result as a horizon map, portfolio view, and initiatives per horizon. | 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. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-90 min | Halbtags-Workshop, dann iterativ | 30-60 min | 30-60 min |
Participantsdifferent | 1-10 | 3-12 | 4-12 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | VUCA Map, Response Options, Signal and Learning Plan | Horizon map, Portfolio view, Initiatives per horizon, Resource plan | Idea pool, Theme clusters, Shortlist | SCAMPER Idea List, Concept Shortlist, Variation Notes |
Tagsno overlap | SensemakingUncertaintyComplexityStrategyForesight | StrategyInnovationPortfolioForesight | BrainstormingIdeationCreativityWorkshopDivergence | BrainstormingIdeationCreativityReframingInnovation |