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| Criterion |  Operations Learning Review |  Innovation Lean Startup |  Operations A3 Problem Solving |  Agile 4Ls Retrospective |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 | Medium | Medium | Low |
Timedifferent | 1-3 h | Wochen bis Monate je Lernzyklus | 45-90 min | 45–75 min |
Participantsdifferent | 3-10 | 2-8 | 2-5 | Team members involved |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Learning Review Notes, System Factors, Improvement Actions | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | A3 Report, Action Plan, Root Cause Analysis | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | LearningRetrospectiveIncidentOperations | LeanStartupValidationMVP | LeanProblem solvingCoachingOperations | RetrospectiveLearningReflectionTeam |