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| Criterion |  Innovation Lean Startup |  Agile Starfish Retrospective |  Product Discovery Assumption Mapping |  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 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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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 | Wochen bis Monate je Lernzyklus | 45-90 min | 45-60 min | 45-90 min |
Participantsdifferent | 2-8 | 4-12 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Starfish Board, Practice Changes, Experiments | Assumption map, Test backlog, Risk ranking | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | LeanStartupValidationMVP | RetrospectiveImprovementExperimentsTeam | AssumptionsRiskExperimentsValidation | RetrospectiveTeamImprovement |