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| Criterion |  Business Strategy Strategy Execution Loop |  Agile Sailboat Retrospective |  Operations After-Action Review |  Agile Sprint 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 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. | 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 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. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 45-90 min | 20-45 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter |
Participantsdifferent | 5-12 | 4-12 | 3-12 | Scrum Team |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Sailboat Board, Risks, Improvement Actions | Lessons learned, Action items, Event summary | Improvement actions, Team agreements |
Tagsno overlap | ExecutionCadenceLearningGovernance | RetrospectiveTeamImprovement | LearningOperationsImprovement | RetrospectiveImprovementLearning |