Innovation workshop tool that keeps what the room produced

Start the workshop with the challenge question on screen and a short silent round in which each person writes two sentences per idea. Two sentences is enough, because the AI expansion turns each entry into a structured description with the problem, the proposed solution, a first step and a measure of success. The room discusses ideas that are already comparable instead of arguing over half-finished notes.

When the group stalls, ask for starter ideas or run an AI workshop on the question. The workshop looks at the question from six standing perspectives (Optimist, Skeptic, Customer, Engineer, Marketer, Visionary) and you can send its output into the challenge as ideas. It is a fast way to get objections and customer angles on the table before anyone commits. The exercises that work best inside this flow are listed on our page about innovation workshop activities.

Before the break, run duplicate detection. Similar ideas are merged into one, the original authors are kept and the votes add up, so nobody feels their contribution disappeared. Grouping into themes then gives the facilitator four or five clusters to walk through instead of forty cards.

The last half hour of a workshop is where decisions should happen. Each idea in Brainstormer carries a score for impact, cost, risk and strategic fit on a one to ten scale, a weighted total based on the three to six strategic goals your company set up, and a written rationale. Members vote as well. The scores do not replace judgment, but they give the room a shared starting point and make it harder for one persuasive presenter to decide for everyone.

Shortlisted ideas move into the pipeline: in review, shortlisted, approved, in progress, implemented or rejected. Every move records who made it, when, from which stage to which, and a note. Three months later, anyone can see why an idea was approved or why it was turned down. That record is what turns a one day event into an idea management system your company can keep running.

On the Business and Enterprise plans, the board report per challenge summarises the ranking, themes, stage counts and a recommendation. You can print it to PDF from the browser or download it as Markdown or CSV and send it to leadership the same day.

Innovation leads use it to run quarterly challenge workshops across departments. Product and operations managers use it for a single focused session on a process problem. External facilitators and consultants are invited into the client workspace by email and run the session there, so the client keeps the output after the engagement ends. Our page on facilitation tools goes deeper into that setup.

Plans are priced per company, not per seat. Team covers up to 25 members and three open challenges at a time, Business up to 150 members with unlimited challenges, and Enterprise up to 1,000 members. Details and yearly prices are on the pricing page, and the full flow is explained on how it works.