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| Criterion |  Agile Starfish Retrospective |  Innovation Lean Startup |  Product Strategy Lean Canvas |  Agile Sailboat Retrospective |
|---|---|---|---|---|
Purposedifferent | 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. | 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 an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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 | Low | Medium | Medium | Low |
Timedifferent | 45-90 min | Wochen bis Monate je Lernzyklus | 45-90 min | 45-90 min |
Participantsdifferent | 4-12 | 2-8 | 1-6 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Starfish Board, Practice Changes, Experiments | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Lean Canvas, Core Assumptions, Experiment Backlog | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | RetrospectiveImprovementExperimentsTeam | LeanStartupValidationMVP | StartupLeanAssumptionsBusiness model | RetrospectiveTeamImprovement |