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| Criterion |  Business Strategy Strategy Execution Loop |  Agile 4Ls Retrospective |  Agile Specification by Example |  Agile Mad Sad Glad |
|---|---|---|---|---|
Purposedifferent | 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 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. | When business rules need to become precise, it ties language, example, and test together. It sorts work by value, risk, and delivery ability. The result is captured as an Example Table and Acceptance Tests. | When a team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 45–75 min | 60-90 min pro Feature | 30-60 min |
Participantsdifferent | 5-12 | Team members involved | 3-6 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | 4Ls Board, Learning Themes, Improvement Actions | Example Table, Acceptance Tests | Emotion Board, Themes, Action Items |
Tagsno overlap | ExecutionCadenceLearningGovernance | RetrospectiveLearningReflectionTeam | AgileRequirementsExamplesBehavior-Driven Development | RetrospectiveTeamReflection |