SCAMPER: The Problem-Solving Method That Saved My Brainstorming Sessions

Here’s the kind of dialog I’ve often had when faced with a hard-to-solve problem at work:

Bob: Hey, Tanguy. I wanted to discuss our latest numbers on consumer headsets. Our revenue keeps stagnating. Customer satisfaction is acceptable, but our users need to be whoawed; retail channels crave more innovation from us to put us on their shelves. We’re not standing out vs. the competition. I would like to brainstorm some ideas on how to tackle this.

Me: Sure, I’m all in for brainstorming, but how do you want to go about it?

Bob: Well, uh, I guess we start by throwing out ideas, right? Like, you know, anything that comes to mind. There are no bad ideas in brainstorming, right? Maybe we could get feedback on what they’re experiencing in the field. Or should we bring in a consultant to take a look? She’d have a fresh perspective and could also help us design a more effective brainstorming session—one where we know what we’re doing!

Me: Yeah, it “might” be a good idea. In the meantime, I can start by meeting with the team, asking what’s on their mind, and seeing where that leads us. Sounds good?

Bob: That sounds like a plan. We’ll try it your way, and if it doesn’t work, bring in the big guns. Thanks, Tanguy. I feel better already.

Like many of you, I’ve had my dose of working sessions to lead. And I’ve used an arsenal of techniques to make meaningful progress.

Among the most popular is the 5 Whys technique. I’ve written about it already. So, I won’t belabor it. It helps in profoundly logical situations but less so when trying to innovate. 

Another that I’ve found particularly powerful when creatively approaching a problem is the SCAMPER method.

SCAMPER is a thinking and problem-solving technique based on the concept that most innovations are simply modifications or combinations of existing ideas. 

Here’s how I’ve used SCAMPER, formally or intuitively, in many brainstorming sessions for product development and business innovation. It helped us connect the dots without reinventing the wheel, and with it, we discovered fresh ideas and unique solutions to complex problems.

All we had to do was to follow the acronym. Here’s the sequence, with a few real-life consumer headset examples to illustrate:

Substitute

What can we replace in the existing process, product, or idea?

Substitute traditional foam ear pads with memory foam or gel material for enhanced comfort during extended use.

Combine

What elements can we combine to create something new?

Combine the headset capabilities with noise-canceling technology, creating a more versatile headset for travel and office use.

Adapt

What can we modify to improve the existing idea or product?

Adapt the headband design to be adjustable and foldable, allowing for compact storage and easy transport.

Modify

How can we alter certain aspects to achieve a different result?

We will modify style options to offer more customization on our gaming headsets, such as interchangeable ear cups or headbands, enabling users to personalize their headsets.

Put to another use

Can the idea, product, or process be used differently?

Integrating a voice assistant can put the headset to another use, allowing users to take calls or control devices without touching them.

Eliminate

What can we remove altogether to improve efficiency or effectiveness?

Integrating kinetic energy technology to keep the headset charged while on the move will eliminate the need for external charging.

Rearrange/Reverse

What would happen if we changed the order or reversed the process?

Let users rearrange the control buttons for a more intuitive design, making it easier to customize, adjust volume, or change tracks without looking.