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| Criterion |  Business Strategy Strategy Execution Loop |  Agile Mad Sad Glad |  Operations After-Action Review |  Agile Sailboat 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. | 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. | 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. | When a team wants to read momentum, brakes, and risks together, it offers an easily understandable picture of the situation. It makes drive, obstacles, and headwind visible in the same picture. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 30-60 min | 20-45 min | 45-90 min |
Participantsdifferent | 5-12 | 3-10 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Emotion Board, Themes, Action Items | Lessons learned, Action items, Event summary | Sailboat Board, Risks, Improvement Actions |
Tagsno overlap | ExecutionCadenceLearningGovernance | RetrospectiveTeamReflection | LearningOperationsImprovement | RetrospectiveTeamImprovement |