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| Criterion |  Agile 4Ls Retrospective |  Innovation Lean Startup |  Product Strategy Lean Canvas |  Agile Start Stop Continue |
|---|---|---|---|---|
Purposedifferent | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | When a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 45–75 min | Wochen bis Monate je Lernzyklus | 45-90 min | 30-60 min |
Participantsdifferent | Team members involved | 2-8 | 1-6 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | 4Ls Board, Learning Themes, Improvement Actions | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Lean Canvas, Core Assumptions, Experiment Backlog | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | RetrospectiveLearningReflectionTeam | LeanStartupValidationMVP | StartupLeanAssumptionsBusiness model | RetrospectiveImprovementTeamReflection |