SCAMPER Technique

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The SCAMPER technique facilitates the generation of ideas for product improvements and innovations. This directly addresses the execution friction of improving products and potentially enhancing customer experience by focusing on practical, actionable changes.

The SCAMPER Technique is a brainstorming method used to spark creativity and innovative thinking in problem-solving. It involves a checklist of idea-spurring questions, which guide users to think about a product or service in different ways. The acronym SCAMPER stands for Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, and Reverse. This technique is beneficial for developing new products, improving services, or refreshing marketing strategies by exploring multiple perspectives and alternatives.

Steps / Detailed Description

Substitute: Consider what parts of the product or process could be replaced. | Combine: Think about combining two or more parts of your product or other products into something new. | Adapt: Modify the product or process to serve another purpose or to perform better. | Modify: Change the shape, look, or feel of the product. | Put to another use: Brainstorm how the product could be used differently. | Eliminate: Consider simplifying the product by removing unnecessary parts. | Reverse: Look at the product or process backwards or try to do the opposite.

Best Practices

Clearly define the problem or product before starting | Encourage open-mindedness and defer judgment | Document all ideas for later evaluation

Pros

Encourages out-of-the-box thinking | Easy to apply across different industries | Helps identify new uses and improvements for existing products

Cons

May generate impractical ideas | Requires creative thinking skills | Can be time-consuming if not focused

When to Use

When looking to innovate or improve a product | During brainstorming sessions to solve complex problems

When Not to Use

When a quick, specific solution is needed | In highly regulated industries where changes are limited

Related Frameworks

Lifecycle

Scope

Scope not defined

Maturity Level

Maturity level not specified

Time to Implement

2–4 Weeks
3–6 Months
1–2 Weeks
3–6 Months
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3–6 Months
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Less Than 1 Day
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Longer Than 6 Months
1–2 Weeks
Longer Than 6 Months
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3–6 Months
1–2 Weeks
1–2 Weeks
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1–2 Weeks
1–2 Days
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1–2 Weeks
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3–6 Months
1–2 Weeks
1–2 Weeks
1–2 Weeks
3–6 Months
1–2 Weeks
1–2 Weeks
2–4 Weeks
1–2 Weeks
1–2 Days
1–2 Weeks
Longer Than 6 Months
Longer Than 6 Months
3–6 Months
Longer Than 6 Months
Longer Than 6 Months
Longer Than 6 Months
1–2 Weeks
Longer Than 6 Months
3–6 Months
Less Than 1 Day
3–6 Months
1–2 Months
3–6 Months
Longer Than 6 Months
3–6 Months
Less Than 1 Day
1–2 Weeks
3–6 Months
3–6 Months
1–2 Weeks
3–6 Months
1–2 Weeks
1–2 Weeks
1–2 Days
1–2 Weeks
1–2 Months
Longer Than 6 Months
1–2 Weeks
Longer Than 6 Months
1–2 Weeks
3–6 Months
1–2 Weeks
Less Than 1 Day
1–2 Weeks
3–6 Months
1–2 Weeks
3–6 Months
1–2 Weeks
1–2 Weeks
Longer Than 6 Months
Less Than 1 Day
3–6 Months
Longer Than 6 Months
1–2 Months
1–2 Weeks
Longer Than 6 Months
1–2 Weeks
3–6 Months
1–2 Weeks
1–2 Weeks
3–6 Months
Less Than 1 Day
1–2 Weeks
1–2 Weeks
3–6 Months
3–6 Months
Less Than 1 Day
1–2 Weeks
Longer Than 6 Months
1–2 Months
1–2 Weeks
1–2 Weeks
1–2 Weeks
Longer Than 6 Months

Copyright Information

Autor:
Bob Eberle
1971
Publication:
Unknown