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| Criterion |  Product Strategy Lean Canvas |  Agile Sprint Retrospective |  Agile 4Ls Retrospective |  Agile Starfish Retrospective |
|---|---|---|---|---|
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. | 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. | 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 improvement options need to be sorted more finely than just start and stop, it brings observations into clear kinds of action. This makes visible what should be done more, less, newly, or continued. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 45-90 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 45–75 min | 45-90 min |
Participantsdifferent | 1-6 | Scrum Team | Team members involved | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Improvement actions, Team agreements | 4Ls Board, Learning Themes, Improvement Actions | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | StartupLeanAssumptionsBusiness model | RetrospectiveImprovementLearning | RetrospectiveLearningReflectionTeam | RetrospectiveImprovementExperimentsTeam |