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| Criterion |  Business Strategy Strategy Execution Loop |  Agile Sailboat Retrospective |  Agile Sprint Retrospective |  Agile Start Stop Continue |
|---|---|---|---|---|
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. | 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 a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 45-90 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 30-60 min |
Participantsdifferent | 5-12 | 4-12 | Scrum Team | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Sailboat Board, Risks, Improvement Actions | Improvement actions, Team agreements | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | ExecutionCadenceLearningGovernance | RetrospectiveTeamImprovement | RetrospectiveImprovementLearning | RetrospectiveImprovementTeamReflection |