SCAMPER Method: A Design Thinking Secret Top Creators Won’t Share
Design thinking transforms ordinary problems into extraordinary solutions, but many practitioners hit creativity roadblocks when facing complex challenges. The SCAMPER method stands as one of the most powerful yet underutilized ideation techniques in the creative toolkit.
Unlike brainstorming sessions that often produce scattered results, SCAMPER offers a structured framework that systematically guides innovation. This seven-step technique helps designers, product developers, and creative professionals generate breakthrough ideas by examining existing concepts from multiple angles. However, despite its effectiveness, many top creators keep this methodology close to their chest.
Throughout this article, we’ll decode each element of the SCAMPER framework, demonstrate how it integrates into the broader design thinking process, and showcase real-world applications that prove its value. Additionally, you’ll discover practical tips for implementing SCAMPER sessions that energize your team and consistently produce innovative solutions.
- What exactly is innovation?
- What benefits does business innovation bring for you?
- What are the different types of innovation?
- Real-world examples of successful innovation
- 10 tips for business innovation
- How to drive strategic innovation with IMD?
What is the SCAMPER method and where did it come from?
The SCAMPER method stands as a powerful lateral thinking technique that challenges the status quo and helps explore new creative possibilities. This structured approach provides a systematic way to generate innovative ideas for products, services, or processes by examining them through different perspectives.
SCAMPER is an acronym formed from seven different thought-provoking techniques:
- Substitute: Replace components, materials, or people
- Combine: Mix, merge, or integrate with other elements
- Adapt: Alter, adjust, or repurpose existing ideas
- Modify: Change scale, shape, or attributes
- Put to another use: Find new applications or contexts
- Eliminate: Remove elements or simplify
- Reverse: Flip the process or perspective
The foundation of SCAMPER traces back to Alex Faickney Osborn, the advertising executive who pioneered the concept of brainstorming. In 1953, Osborn published his groundbreaking book “Applied Imagination,” which contained an early version of what would later become SCAMPER. This first edition was particularly significant, with only 5,000 copies printed, making original copies rare collectors’ items today.
Osborn’s original framework included eight idea prompts:
- Adapt
- Modify
- Magnify
- Minify
- Substitute
- Rearrange
- Reverse
- Combine
Interestingly, the SCAMPER acronym itself wasn’t created until two decades later. Bob Eberle, an educational administrator from Edwardsville, Illinois, reorganized and refined Osborn’s questions into the SCAMPER mnemonic we know today. As a longtime leader at the Creative Problem-Solving Institute (CPSI), Eberle was passionate about integrating creativity principles into traditional education.
Eberle’s motivation was clear – he wanted to create a tool that would help children tap into their natural creativity. By transforming Osborn’s more complex framework into a simple acronym, he made the concept more accessible and easier to remember. His 1971 book “SCAMPER: Games for Imagination Development” formalized this approach, focusing particularly on fostering creativity in young people.
While SCAMPER originated in the applied creativity community rather than design thinking circles, it has since found widespread application across numerous disciplines. The technique is based on the premise that originality often emerges from modifications to existing ideas rather than creating something entirely new. This aligns perfectly with design thinking’s iterative approach to problem-solving.
What makes SCAMPER particularly valuable is its simplicity and versatility. Rather than asking people to “think creatively” without guidance, SCAMPER provides specific prompts that stimulate different avenues of thought. It recognizes that everyone has creative capacity – an inclusive orientation championed early on by the Creative Problem-Solving community that became popular during and after World War II.
Today, SCAMPER serves as an essential tool for designers, marketers, educators, and innovators seeking structured ways to generate fresh ideas and overcome creative blocks.
Breaking down the 7 SCAMPER techniques
Each technique in the SCAMPER method works as a distinct thinking lens that helps creators view problems from different angles. Let’s explore the seven approaches that make this ideation framework so effective for design thinking.
Substitute: Replace parts to spark new ideas
Substitution focuses on replacing components, materials, people, or processes with alternatives. The central question is: “What can I substitute or change in my product, problem, or process?” This technique encourages you to think about which elements could be swapped out to create improvements or innovations.
Key guiding questions include: “What can I substitute to make an improvement?” “How can I substitute materials or people?” and “Can I change rules, names, or procedures?” For instance, you might consider replacing physical buttons with touch controls or traditional materials with sustainable alternatives.
Combine: Merge elements for synergy
The combine technique examines how two or more parts might work together to create something better than the sum of their parts. The fundamental question is: “How can I combine elements to achieve synergy?” Creative thinking often involves merging previously unrelated ideas to create something innovative.
Consider asking: “Which materials or features can I combine?” “What can I merge to maximize uses or lower production costs?” and “Where can I build synergy?” This approach has led to numerous innovations, such as smartphones that combined cameras, phones, and computers into a single device.
Adapt: Adjust existing ideas to new contexts
Adaptation involves modifying existing concepts to suit new purposes or solve different problems. The central question becomes: “What can I adapt in my product, problem, or process?” This technique encourages borrowing ideas from other contexts.
Explore questions like: “Which part could I change?” “Can I seek inspiration from other products or contexts?” and “What processes should I adapt?” Many innovations come from adapting solutions from one field to solve problems in another.
Modify: Change scale, shape, or function
Modification examines how changing the attributes of something might improve it. The key question is: “What can I modify or emphasize differently?” This might involve magnifying, minifying, or otherwise altering aspects of your concept.
Ask: “What can be made larger or smaller?” “Can I add features or value?” and “What can be streamlined or split up?” Modification can reveal which components are most important and can lead to entirely new product categories or features.
Put to another use: Find new applications
This technique explores new purposes or contexts for existing ideas. The fundamental question is: “How can I put this to other uses?” It challenges you to think beyond the original intended purpose.
Important questions include: “What else can it be used for?” “Which other user groups might benefit?” and “Are there new ways to use it in its current form?” This approach helps extend a product’s lifecycle and often reveals untapped market potential.
Eliminate: Remove the unnecessary
Elimination focuses on simplifying by removing components or steps. The central question is: “What can I eliminate or simplify?” This technique helps identify what’s truly essential.
Ask: “What can I remove without altering function?” “Can I reduce time or components?” and “How can I simplify this?” By trimming away non-essential elements, you can often uncover the core function that matters most to users.
Reverse: Flip the process or perspective
The reverse technique involves changing order, direction, or roles. The key question becomes: “How can I change, reorder, or reverse the product or process?” This technique challenges conventional thinking by considering opposite approaches.
Consider: “What can I rearrange or interchange?” “Can I change the pace or schedule?” and “What would happen if part of the process worked in reverse?” This perspective often reveals blind spots and can lead to counterintuitive solutions.
How SCAMPER fits into the design thinking process
Within the broader landscape of design thinking methodologies, SCAMPER serves as a specialized tool that enhances the ideation process. Understanding its place in established frameworks helps practitioners apply this technique at the optimal moment for maximum impact.
The Double Diamond model and SCAMPER
The Double Diamond model, developed by the British Design Council in the early 2000s, has become one of the most influential frameworks in design thinking. This model emerged when the Design Council sought a standardized way to describe the strategic approach to design and the value of design management practices. Richard Eisermann, then Director of Design and Innovation, prompted his team to codify existing design processes into a coherent framework.
The resulting Double Diamond visualizes four distinct phases that alternate between divergent and convergent thinking:
- Discover: Exploring the problem space (divergent)
- Define: Narrowing to specific challenges (convergent)
- Develop: Generating potential solutions (divergent)
- Deliver: Refining and implementing solutions (convergent)
SCAMPER integrates seamlessly into this established model, primarily during the third phase—Develop—where teams generate and explore potential solutions.
Why SCAMPER works best in the ‘Develop’ phase
The Develop phase marks a critical juncture where teams have already defined the problem and now need to generate innovative solutions. SCAMPER excels in this context for several reasons:
First, SCAMPER directly addresses a common obstacle in the ideation process—our tendency to rely on existing mental models that limit innovative thinking. By systematically guiding teams through seven different perspectives, SCAMPER stimulates neuron connections that lead to fresh solutions.
Second, the technique provides structured yet flexible prompts that help teams break through creative blocks. After weeks of research and immersion in the user experience, teams using SCAMPER can systematically explore potential solutions from multiple angles.
Finally, SCAMPER helps teams avoid prematurely converging on solutions by encouraging exploration of multiple possibilities before evaluation begins. This aligns perfectly with the divergent thinking required in the Develop phase.
SCAMPER vs. other ideation tools
While numerous ideation techniques exist, SCAMPER offers distinct advantages over alternatives:
Compared to traditional brainstorming, SCAMPER provides more structure through its seven specific prompts, resulting in more comprehensive exploration of possibilities. Whereas unstructured brainstorming often leads to scattered ideas, SCAMPER ensures methodical consideration of multiple perspectives.
Other common ideation techniques include:
- Mind mapping: Excellent for visual connections but less structured than SCAMPER
- Storyboarding: Strong for visualizing user experiences but narrower in focus
- Walt Disney method: Good for examining ideas from different perspectives but more complex to implement
- Six Thinking Hats: Effective for considering emotional aspects but requires more extensive training
SCAMPER stands out as particularly accessible—it can be implemented quickly with minimal training while still generating robust results. Its versatility also allows it to complement these other methods rather than replace them entirely.
Real-world examples of SCAMPER in action
Countless companies across industries leverage the SCAMPER method to drive innovation in their products, marketing approaches, and internal operations. Looking at these real-world applications offers valuable insights into how this versatile framework functions in practice.
Product innovation: From idea to prototype
The journey from concept to market-ready product often benefits from structured creativity techniques. Consider how P&G transformed cleaning with the Swiffer by combining a broom’s functionality with disposable cloths, creating an entirely new cleaning solution. Similarly, their Tide Pods emerged from applying the “Modify” and “Eliminate” prompts to simplify traditional detergent packaging and application [5].
Apple’s development of the iPod demonstrates the power of the “Put to another use” technique. By reimagining how users could store and access digital music, they created a revolutionary product that transformed the industry [5]. Furthermore, LEGO consistently applies SCAMPER to develop new product lines, most notably using the “Combine” prompt to create their highly successful LEGO Movie product line that merged physical building blocks with storytelling experiences [5].
Marketing strategy: Rethinking campaigns
In the realm of marketing, SCAMPER helps teams overcome creative blocks and develop fresh approaches. Starbucks effectively employed the “Combine” technique by integrating loyalty programs with mobile ordering through their Starbucks Rewards program, simultaneously incentivizing customer loyalty and streamlining the ordering process [6].
Adidas demonstrated sustainability-focused marketing through the “Combine” approach, partnering with Parley for the Oceans to create footwear from recycled ocean plastic. This collaboration showcased both style and environmental consciousness, creating a powerful brand narrative [6].
McDonald’s original marketing innovation came through the “Rearrange” principle, fundamentally changing the restaurant experience by having customers pay before eating – a seemingly small shift that revolutionized the industry [7].
Team collaboration: Improving internal processes
Beyond customer-facing innovations, SCAMPER proves valuable for enhancing internal operations. One food delivery service applied multiple SCAMPER techniques to improve their service: substituting single-use packaging with reusable containers, combining delivery with meal planning, and eliminating unnecessary menu steps to reduce friction [8].
Even routine meetings benefit from SCAMPER thinking. Teams can “Reverse” standard meeting formats by sharing updates asynchronously beforehand, shifting live time toward discussion and decisions. By “Eliminating” routine status reporting and “Combining” brainstorming with decision-making sessions, teams dramatically improve clarity, engagement, and decision speed [8].
These examples illustrate how SCAMPER creates tangible results across diverse organizational contexts, making it an invaluable tool for design thinking practitioners seeking practical innovation approaches.
Tips for running effective SCAMPER sessions
Successful SCAMPER sessions transform theoretical knowledge into practical innovation—yet their effectiveness depends entirely on thoughtful execution. Mastering these five elements ensures productive outcomes in your design thinking workshops.
Start with a clear problem statement
Firstly, define your challenge with precision. Teams struggle when working with vague prompts, consequently losing focus and generating scattered ideas. Break down complex problems into specific components before applying SCAMPER techniques. A well-crafted problem statement acts as your north star throughout the session.
Use prompts to guide discussion
Structured questions unlock deeper thinking. Prepare specific prompts for each SCAMPER element that relate directly to your challenge. Move systematically through each technique, allocating appropriate time based on relevance. Moreover, encourage abstract thinking before practical evaluation to prevent premature judgment of ideas.
Capture and cluster ideas visually
Document everything in real-time using whiteboards or digital tools. Grouping similar concepts helps identify patterns and removes duplicates. Visual organization makes evaluation easier and ensures no valuable insights get lost in the process.
Evaluate and prioritize ideas
Establish clear criteria such as feasibility, impact, and alignment with goals. Dot voting or prioritization matrices help teams converge on high-potential concepts worth developing further.
Encourage iteration and feedback
Essentially, SCAMPER works best as an iterative process. Test promising ideas, gather feedback, and refine continuously—sometimes applying SCAMPER techniques to the results themselves.
Conclusion
The SCAMPER method stands as a powerful yet accessible tool for anyone seeking to break through creative barriers. Throughout this exploration, we’ve seen how this seven-step framework transforms existing ideas into innovative solutions through systematic prompts rather than relying on unstructured brainstorming.
SCAMPER offers significant advantages over other ideation techniques. While traditional approaches often lead to scattered results, SCAMPER guides teams methodically through different perspectives, ensuring comprehensive exploration of possibilities. This structured approach proves especially valuable during the Development phase of the Double Diamond design process, where divergent thinking generates potential solutions.
Real-world applications demonstrate SCAMPER’s versatility across industries. Companies like Apple, P&G, and Starbucks have used these techniques to revolutionize products, marketing strategies, and internal processes. Their success stories highlight how seemingly simple changes—substituting materials, combining features, or reversing conventional approaches—can yield extraordinary results.
Teams can achieve maximum benefit from SCAMPER by starting with clear problem statements, using targeted prompts, documenting ideas visually, evaluating based on established criteria, and embracing continuous iteration. These practices ensure the session produces actionable outcomes rather than theoretical concepts.
SCAMPER represents more than just another acronym in the design thinking toolkit. Instead, it embodies a mindset that views constraints as creative opportunities and existing ideas as building blocks for innovation. Whether you’re redesigning products, refreshing marketing campaigns, or streamlining team processes, SCAMPER provides the structured prompts needed to transform ordinary problems into extraordinary solutions.
As you face your next creative challenge, consider how these seven perspectives might unlock possibilities you hadn’t yet imagined. After all, the most innovative solutions often come not from creating something entirely new, but from looking at existing elements through different lenses.
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