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| Criterion |  Innovation Lean Startup |  Agile Start Stop Continue |  Agile Sprint Retrospective |  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 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 sprint is over and friction shouldn't simply be carried forward, it opens the view onto collaboration and patterns. It creates space to see causes and changes together. | 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 | 30-60 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 45-90 min |
Participantsdifferent | 2-8 | 3-12 | Scrum Team | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Start Stop Continue Board, Improvement Actions | Improvement actions, Team agreements | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | LeanStartupValidationMVP | RetrospectiveImprovementTeamReflection | RetrospectiveImprovementLearning | RetrospectiveTeamImprovement |