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| Criterion |  Product Strategy Lean Canvas |  Agile Starfish Retrospective |  Innovation Lean Startup |  Agile Start Stop Continue |
|---|---|---|---|---|
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 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. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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 | Medium | Low | Medium | Low |
Timedifferent | 45-90 min | 45-90 min | Wochen bis Monate je Lernzyklus | 30-60 min |
Participantsdifferent | 1-6 | 4-12 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Starfish Board, Practice Changes, Experiments | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | StartupLeanAssumptionsBusiness model | RetrospectiveImprovementExperimentsTeam | LeanStartupValidationMVP | RetrospectiveImprovementTeamReflection |