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| Criterion |  Operations PDCA Cycle |  Business Strategy Strategy Execution Loop |  Agile Sailboat Retrospective |  Agile Starfish Retrospective |
|---|---|---|---|---|
Purposedifferent | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | 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. | 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. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 1 h bis mehrere Wochen | Initial 3-6 h, then monthly or quarterly reviews | 45-90 min | 45-90 min |
Participantsdifferent | 1-8 | 5-12 | 4-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Execution Loop, Review Cadence, Strategic Learning Log | Sailboat Board, Risks, Improvement Actions | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | Continuous improvementLeanExperiments | ExecutionCadenceLearningGovernance | RetrospectiveTeamImprovement | RetrospectiveImprovementExperimentsTeam |