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| Criterion |  Product Strategy Lean Canvas |  Agile Start Stop Continue |  Innovation Lean Startup |  Agile Sailboat 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 team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | 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 read momentum, brakes, and risks together, it offers an easily understandable picture of the situation. It makes drive, obstacles, and headwind visible in the same picture. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 45-90 min | 30-60 min | Wochen bis Monate je Lernzyklus | 45-90 min |
Participantsdifferent | 1-6 | 3-12 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Start Stop Continue Board, Improvement Actions | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | StartupLeanAssumptionsBusiness model | RetrospectiveImprovementTeamReflection | LeanStartupValidationMVP | RetrospectiveTeamImprovement |