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| Criterion |  Operations ABC Analysis |  Systems Thinking Futures Wheel |  Agile Sprint Retrospective |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | When a sprint is over and friction shouldn't simply be carried forward, it opens the view onto collaboration and patterns. It creates space to see causes and changes together. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-60 min | 60-120 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 20-45 min |
Participantsdifferent | 1-5 | 3-10 | Scrum Team | 3-12 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Futures Wheel, Consequence Chains, Strategic Signals | Improvement actions, Team agreements | Lessons learned, Action items, Event summary |
Tagsno overlap | PrioritizationOperationsPortfolio | ForesightSystems thinkingSignals | RetrospectiveImprovementLearning | LearningOperationsImprovement |