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| Criterion |  Product Strategy Lean Canvas |  Operations Learning Review |  Agile 4Ls Retrospective |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 45-90 min | 1-3 h | 45–75 min | 45-90 min |
Participantsdifferent | 1-6 | 3-10 | Team members involved | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Learning Review Notes, System Factors, Improvement Actions | 4Ls Board, Learning Themes, Improvement Actions | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | StartupLeanAssumptionsBusiness model | LearningRetrospectiveIncidentOperations | RetrospectiveLearningReflectionTeam | LeanProblem solvingCoachingOperations |