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| Criterion |  Business Strategy Strategy Execution Loop |  Operations Accountability Ladder |  Agile Sprint Retrospective |  Agile Starfish Retrospective |
|---|---|---|---|---|
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. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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 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. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 20-45 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 45-90 min |
Participantsdifferent | 5-12 | 1-8 | Scrum Team | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Ownership Reflection, Action Commitment, Coaching Notes | Improvement actions, Team agreements | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | ExecutionCadenceLearningGovernance | ResponsibilityLeadershipTeam | RetrospectiveImprovementLearning | RetrospectiveImprovementExperimentsTeam |