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| Criterion |  Agile Sailboat Retrospective |  Business Strategy Strategy Execution Loop |  Agile Sprint Retrospective |  Agile Starfish 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 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 | 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 | 45-90 min |
Participantsdifferent | 4-12 | 5-12 | Scrum Team | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Sailboat Board, Risks, Improvement Actions | Execution Loop, Review Cadence, Strategic Learning Log | Improvement actions, Team agreements | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | RetrospectiveTeamImprovement | ExecutionCadenceLearningGovernance | RetrospectiveImprovementLearning | RetrospectiveImprovementExperimentsTeam |