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| Criterion |  Business Strategy Strategy Execution Loop |  Operations Standard Work Analysis |  Agile Sailboat 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 the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | 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 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 | Medium | Low | Low |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 1-3 h | 45-90 min | 30-60 min |
Participantsdifferent | 5-12 | 2-6 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Sailboat Board, Risks, Improvement Actions | Start Stop Continue Board, Improvement Actions |
Tagsno overlap | ExecutionCadenceLearningGovernance | LeanProcessQuality | RetrospectiveTeamImprovement | RetrospectiveImprovementTeamReflection |