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| Criterion |  Product Strategy Lean Canvas |  Agile Sprint Retrospective |  Operations A3 Problem Solving |  Agile 4Ls 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. | 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. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 45-90 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 45-90 min | 45–75 min |
Participantsdifferent | 1-6 | Scrum Team | 2-5 | Team members involved |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Improvement actions, Team agreements | A3 Report, Action Plan, Root Cause Analysis | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | StartupLeanAssumptionsBusiness model | RetrospectiveImprovementLearning | LeanProblem solvingCoachingOperations | RetrospectiveLearningReflectionTeam |