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| Criterion |  Innovation Lean Startup |  Agile Starfish Retrospective |  Agile 4Ls Retrospective |  Product Discovery Learning Card |
|---|---|---|---|---|
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 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. | 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. | The Learning Card connects traceable test results to a reasoned next action while keeping the limits of the insight visible. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 45-90 min | 45–75 min | 25-40 min |
Participantsdifferent | 2-8 | 4-12 | Team members involved | 1-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Starfish Board, Practice Changes, Experiments | 4Ls Board, Learning Themes, Improvement Actions | Learning Card with evidence and next action |
Tagsno overlap | LeanStartupValidationMVP | RetrospectiveImprovementExperimentsTeam | RetrospectiveLearningReflectionTeam | ExperimentsValidationDiscoveryLearning |