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| Criterion |  Agile Sailboat Retrospective |  Business Strategy Strategy Execution Loop |  Agile Sprint Retrospective |  Agile 4Ls Retrospective |
|---|---|---|---|---|
Purposedifferent | 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. | 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 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 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 | Low | High | Low | Low |
Timedifferent | 45-90 min | Initial 3-6 h, then monthly or quarterly reviews | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 45–75 min |
Participantsdifferent | 4-12 | 5-12 | Scrum Team | Team members involved |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Sailboat Board, Risks, Improvement Actions | Execution Loop, Review Cadence, Strategic Learning Log | Improvement actions, Team agreements | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | RetrospectiveTeamImprovement | ExecutionCadenceLearningGovernance | RetrospectiveImprovementLearning | RetrospectiveLearningReflectionTeam |