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Version: 0.0.1

Review

Layer: Strategic | PDCA: Check & Act | Duration: 2–3 hours | Frequency: Quarterly

Participants: Team Owner, Team Leader

The Review closes the strategic loop that Planning opened. Where Planning asks "where are we going?", the Review asks "did we get there, and what did we learn on the way?" The Team Owner evaluates results per objective, examines improvement opportunities in progress, and adjusts the strategic direction for the next cycle.

Inputs​

  • Committed Matrix from the current cycle (produced in Planning)
  • Accumulated Debriefing outputs (improvement opportunities, adjusted plans)
  • Circle results (captured value, new standards established)
  • Board final state (objectives met, tasks completed, open items)

Outputs​

  • Results per objective verified against targets
  • Strategic-level improvement opportunities identified
  • Adjusted objectives and priorities for the next cycle
  • Inputs for Scale Summit (T1.3 → S1.1)

Key Principles​

  • Review is a learning event, not an audit — the goal is understanding, not judgment
  • Every gap between target and result is an improvement opportunity, not a failure
  • The Team Owner owns the Review but the Team Leader brings the evidence
  • Insights from Review directly feed into the next Planning — the cycle never truly closes, it spirals upward

PDCA Steps​

StepPDCADescription
T1.3CheckTeam Owner verifies results per objective and reviews improvement opportunities in progress
T1.4ActTeam Owner detects strategic-level improvement opportunities and adjusts objectives and priorities

Connections​

  • Debriefing to Review (T2.4 → T1.3) — Adjusted plans from Debriefing inform the strategic review
  • Circle to Review (T3.4 → T1.3) — Captured value from Circles surfaces in the review
  • Review to Summit (T1.3 → S1.1) — Team-level results feed the Scale Summit
  • Review to Planning (T1.4 → T1.1) — Adjusted priorities become input for the next Planning cycle

Anti-pattern: The Report-Out​

The Review degenerates into a presentation of results without strategic analysis. The Team Owner hears what happened but does not examine why gaps exist or what to change. The Review ends with "good progress, keep going" without adjusting any objective or priority.

How to detect: The Review ends without a single change to the Matrix. The same objectives carry over cycle after cycle without adjustment. No strategic-level improvement opportunities are identified.

How to recover: The Review must produce at least one decision: continue, adjust, or stop an objective. If everything is "on track," the targets may be too easy. If everything is "off track," the strategy may need revision. A Review that changes nothing is a Review that did not happen.