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| Criterion |  Business Strategy Strategy Execution Loop |  Operations Gemba Walk |  Agile Start Stop Continue |  Operations After-Action Review |
|---|---|---|---|---|
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 there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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. | 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. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 30-120 min | 30-60 min | 20-45 min |
Participantsdifferent | 5-12 | 2-6 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Observation Notes, Improvement Ideas | Start Stop Continue Board, Improvement Actions | Lessons learned, Action items, Event summary |
Tagsno overlap | ExecutionCadenceLearningGovernance | LeanObservationProcessOperations | RetrospectiveImprovementTeamReflection | LearningOperationsImprovement |