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| Criterion |  Business Strategy Strategic, Tactical and Operational Planning |  Operations After-Action Review |  Operations Kaizen Event |  Operations Learning Review |
|---|---|---|---|---|
Purposedifferent | It places decisions and artifacts at the right level. Strategic planning clarifies direction, tactical planning translates it into programs, and operational planning steers concrete processes. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 90-180 min | 20-45 min | 0.5-5 Tage | 1-3 h |
Participantsdifferent | 4-12 | 3-12 | 4-10 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Planning Levels Map, Cadence Model, Planning Artifact Inventory | Lessons learned, Action items, Event summary | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Learning Review Notes, System Factors, Improvement Actions |
Tagsno overlap | CadenceGovernanceExecution | LearningOperationsImprovement | LeanContinuous improvementOperations | LearningRetrospectiveIncidentOperations |