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| Criterion |  Agile 4Ls Retrospective |  Business Strategy Strategy Execution Loop |  Agile Start Stop Continue |  Agile Starfish Retrospective |
|---|---|---|---|---|
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. | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | 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. | When improvement options need to be sorted more finely than just start and stop, it brings observations into clear kinds of action. This makes visible what should be done more, less, newly, or continued. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 45–75 min | Initial 3-6 h, then monthly or quarterly reviews | 30-60 min | 45-90 min |
Participantsdifferent | Team members involved | 5-12 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | 4Ls Board, Learning Themes, Improvement Actions | Execution Loop, Review Cadence, Strategic Learning Log | Start Stop Continue Board, Improvement Actions | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | RetrospectiveLearningReflectionTeam | ExecutionCadenceLearningGovernance | RetrospectiveImprovementTeamReflection | RetrospectiveImprovementExperimentsTeam |