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| Criterion |  Business Strategy Strategy Execution Loop |  Delivery RAID Log |  Agile Sailboat Retrospective |  Agile 4Ls 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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | 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. | 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. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 30 min Setup, dann laufend | 45-90 min | 45–75 min |
Participantsdifferent | 5-12 | 1-3 maintaining, briefing for everyone | 4-12 | Team members involved |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | RAID Log, Status Report Source | Sailboat Board, Risks, Improvement Actions | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | ExecutionCadenceLearningGovernance | RiskTrackingStakeholdersGovernance | RetrospectiveTeamImprovement | RetrospectiveLearningReflectionTeam |