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| Criterion |  Innovation Lean Startup |  Agile Start Stop Continue |  Operations 8D Problem Solving |  Agile 4Ls 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 team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | 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. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 30-60 min | 1-6 Wochen | 45–75 min |
Participantsdifferent | 2-8 | 3-12 | 4-10 | Team members involved |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Start Stop Continue Board, Improvement Actions | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | LeanStartupValidationMVP | RetrospectiveImprovementTeamReflection | QualityProblem solvingRoot cause | RetrospectiveLearningReflectionTeam |