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| Criterion |  Agile Starfish Retrospective |  Business Strategy Strategy Execution Loop |  Agile Start Stop Continue |  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 team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | 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 | 30-60 min | 45–75 min |
Participantsdifferent | 4-12 | 5-12 | 3-12 | Team members involved |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Starfish Board, Practice Changes, Experiments | Execution Loop, Review Cadence, Strategic Learning Log | Start Stop Continue Board, Improvement Actions | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | RetrospectiveImprovementExperimentsTeam | ExecutionCadenceLearningGovernance | RetrospectiveImprovementTeamReflection | RetrospectiveLearningReflectionTeam |