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| Criterion |  Innovation Lean Startup |  Operations Root Cause Analysis |  Agile 4Ls Retrospective |  Operations Learning Review |
|---|---|---|---|---|
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 problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | 1-4 h | 45–75 min | 1-3 h |
Participantsdifferent | 2-8 | 3-8 | Team members involved | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | 4Ls Board, Learning Themes, Improvement Actions | Learning Review Notes, System Factors, Improvement Actions |
Tagsno overlap | LeanStartupValidationMVP | Root causeProblem solvingQualityIncident | RetrospectiveLearningReflectionTeam | LearningRetrospectiveIncidentOperations |