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| Criterion |  Innovation Lean Startup |  Agile 4Ls Retrospective |  Agile Start Stop Continue |  Agile Sailboat Retrospective |
|---|---|---|---|---|
Purposedifferent | 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 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 a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | 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 | Low | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 45–75 min | 30-60 min | 45-90 min |
Participantsdifferent | 2-8 | Team members involved | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | 4Ls Board, Learning Themes, Improvement Actions | Start Stop Continue Board, Improvement Actions | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | LeanStartupValidationMVP | RetrospectiveLearningReflectionTeam | RetrospectiveImprovementTeamReflection | RetrospectiveTeamImprovement |