The SCAMPER model is a simple and flexible framework for creative thinking, used by a wide variety of problem-solvers – from entrepreneurs devising new innovative new business models to visual merchandisers designing eye-catching new projects.

It's not a new idea, but its memorability and effectiveness make it a useful addition to any creative problem solving process.

The S.C.A.M.P.E.R. model of creativity (as it’s sometimes known) encourages us to re-examine existing products, services, or processes through seven different lenses, prompting a re-evaluation of what we thought was set in stone – a launchpad for lateral thinking, somewhat like the Six Thinking Hats.

Let’s quickly make like a squirrel and scamper through each of the relevant elements.

The SCAMPER model, visualised

The seven tactics of the SCAMPER model

Substitute

The notion of substitution is about asking what elements of a product or process can be replaced without diminishing its value – in fact, ideally enhancing it. Try asking…

• What elements within our current approach can we replace with something more efficient, cost-effective, or sustainable?

• How can we substitute the tools or technologies we currently use with something more advanced or less conventional?

• Can we replace any part of our product or service with something that enhances user experience or adds value in a new way?

Combine

Combining involves merging elements of two or more products or processes to create something new or to enhance functionality. Consider…

• Which two or more components of our offerings can we merge to create a novel or more comprehensive solution?

• Can we combine our processes or strategies with those from another industry or discipline to innovate our approach?

• How can we integrate our product or service with another to solve additional problems or to target a new market segment?

Adapt

Adaptation asks us to consider how elements of one product or process can be adjusted or repurposed to serve another function. Think about…

• What existing solutions in other fields or industries can we adapt to address our challenges?

• How can we modify an aspect of our product or service to serve a different purpose or audience?

• In what ways can we adapt our current limitations into advantages or opportunities?

Modify

Modification encourages tweaking elements to improve a product or process, focusing on change in form, shape, or attributes. Mull over questions like…

• How can we change the design, features, or delivery of our product or service to enhance its appeal or functionality?

• What can be exaggerated, minimized, or altered in our current model to meet emerging needs or trends?

• Can we modify the context, scale, or materials of our offering to tap into new applications or markets?

Put to another use

This element involves thinking about how a product or process could be repurposed or used in a context for which it wasn't originally intended. Start asking…

• In what unconventional ways can our product, service, or process be used, and how can we promote these alternative uses?

• Can the ‘negatives’ associated with our offering, such as waiting time or wasted use of materials, be put to some positive use elsewhere?

• Can we identify secondary or tertiary uses for our product or service that add unexpected value?

Eliminate

Elimination focuses on simplifying by removing unnecessary or less effective elements – or even elements that might SEEM important. Investigate…

• What features, processes, or elements of our offering can be removed without compromising value, perhaps even simplifying or improving the end result?

• Can we eliminate any steps in our process to make it more efficient or user-friendly?

• What assumptions are we making about our product or service that, if eliminated, could lead to innovation?

Reverse (or Rearrange)

This principle suggests looking at the opposite of what you currently do, or rearranging components to see if a better solution emerges. Flip the script by discussing…

• How would our product, service, or process look if we did the opposite of what we're currently doing?

• Can we swap the order of operations, the flow of our service, or the hierarchy of our features for a beneficial outcome?

• What if we reversed our target audience's expectations—how would that change our approach or offering?

SCAMPER model examples

Curious how the SCAMPER creativity model in practice? This table shows how each of the seven factors might inspire a path forward for five different innovation challenges.

Who invented the SCAMPER model?

The SCAMPER technique is an ideation model developed by Bob Eberle in the early 1970s as a tool for teaching students to think creatively and solve problems. He designed SCAMPER to facilitate easy recall of the different strategies one can employ to think creatively.

The model itself is based on the earlier work of Alex Osborn, who is known as the father of brainstorming techniques and one of the founding partners of the advertising agency BBDO. Osborn's work on developing creative problem-solving processes laid the foundation for many subsequent models, including SCAMPER.

The SCAMPER model is widely used in various fields, including education, business, engineering, and design, to help individuals and teams generate innovative ideas and solutions by examining existing products or problems through seven different lenses. Its simplicity and effectiveness in stimulating creativity and innovation have made it a popular tool for brainstorming sessions and creative workshops.

Discover more frameworks & models in our library