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| Criterion |  Business Strategy Strategy Execution Loop |  Agile Mad Sad Glad |  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. | 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. | 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 | 30-60 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 45-90 min |
Participantsdifferent | 5-12 | 3-10 | Scrum Team | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Emotion Board, Themes, Action Items | Improvement actions, Team agreements | Starfish Board, Practice Changes, Experiments |
Tagsno overlap | ExecutionCadenceLearningGovernance | RetrospectiveTeamReflection | RetrospectiveImprovementLearning | RetrospectiveImprovementExperimentsTeam |