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| Criterion |  Operations Gemba Walk |  Business Strategy Strategy Execution Loop |  Agile Start Stop Continue |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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. | 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 | High | Low | Low |
Timedifferent | 30-120 min | Initial 3-6 h, then monthly or quarterly reviews | 30-60 min | 20-45 min |
Participantsdifferent | 2-6 | 5-12 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Execution Loop, Review Cadence, Strategic Learning Log | Start Stop Continue Board, Improvement Actions | Lessons learned, Action items, Event summary |
Tagsno overlap | LeanObservationProcessOperations | ExecutionCadenceLearningGovernance | RetrospectiveImprovementTeamReflection | LearningOperationsImprovement |