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| Criterion |  Operations After-Action Review |  Business Strategy Strategy Execution Loop |  Agile Sailboat Retrospective |
|---|---|---|---|
Purposedifferent | 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. | 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 read momentum, brakes, and risks together, it offers an easily understandable picture of the situation. It makes drive, obstacles, and headwind visible in the same picture. |
Complexitydifferent | Low | High | Low |
Timedifferent | 20-45 min | Initial 3-6 h, then monthly or quarterly reviews | 45-90 min |
Participantsdifferent | 3-12 | 5-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | Execution Loop, Review Cadence, Strategic Learning Log | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | LearningOperationsImprovement | ExecutionCadenceLearningGovernance | RetrospectiveTeamImprovement |
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