← StudioProduct Leadership

Retrospective

Turn the last cycle into compounding advantage: what happened vs. plan, why, and the few changes you'll actually make — each with an owner.

What this retro covers

Plan vs. actual

State what you predicted, then what happened. The gap is where the learning lives.

What went well (keep doing)

Be specific about the practice that caused the win, not just the win itself.

What went wrong (with the honest why)

Name causes, not villains. 'We started without a spec' beats 'design was slow'.

What you learned (surprises and updated beliefs)

Actions (change — owner — due)

Maximum 3. Ten actions from a retro means zero will happen.

Did last retro's actions actually happen?

The retro's retro. Skipping this is how teams have the same retro every quarter.

Plan vs. actual