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| Criterion |  Agile Starfish Retrospective |  Business Strategy Strategy Execution Loop |  Agile Sprint Retrospective |  Agile 4Ls 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. | 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 | Starfish Board, Practice Changes, Experiments | Execution Loop, Review Cadence, Strategic Learning Log | Improvement actions, Team agreements | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | RetrospectiveImprovementExperimentsTeam | ExecutionCadenceLearningGovernance | RetrospectiveImprovementLearning | RetrospectiveLearningReflectionTeam |