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| Criterion |  Operations Kepner-Tregoe |  Business Strategy Strategy Execution Loop |  Agile 4Ls Retrospective |  Agile Start Stop Continue |
|---|---|---|---|---|
Purposedifferent | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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 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. | 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 | High | High | Low | Low |
Timedifferent | 2-8 h | Initial 3-6 h, then monthly or quarterly reviews | 45–75 min | 30-60 min |
Participantsdifferent | 2-8 | 5-12 | Team members involved | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Problem Analysis, Decision Analysis, Risk Plan | Execution Loop, Review Cadence, Strategic Learning Log | 4Ls Board, Learning Themes, Improvement Actions | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | Problem solvingRoot causeDecisionOperations | ExecutionCadenceLearningGovernance | RetrospectiveLearningReflectionTeam | RetrospectiveImprovementTeamReflection |