Define the system and unit of analysis
Specify process, population, product, time window, boundaries and aggregation level. Without a defined unit of analysis, measures and comparisons may represent different phenomena.
TECHNICAL GUIDE · STRUCKEL TOOLS
A3-03 · Strategy
A3 — Results Review
Compares period targets and results, classifies performance and records causes, learning and next steps for management review.
A3 · revisão · metas · resultadosFormulários Struckel
01
MANAGEMENT QUESTION
The problem the tool must make decidable.
Before opening a form, define the question that must be answered. A management tool is useful when it reduces ambiguity, exposes assumptions and makes clear which decision will be made from the evidence produced.
A3-03What do period results confirm, refute or force the strategy and its assumptions to revise?
Strategy is not an inventory of ambitions. It is a system of choices, hypotheses, indicators and resource allocation. A good strategic tool makes trade-offs visible and creates an explicit link between direction and execution.
Use it for priority setting, business-model review, portfolio management, objective deployment and construction of management routines.
02
METHOD ARCHITECTURE
Technical construction: from operational definition to evidence.
Analysis tools require discipline to avoid turning the first plausible explanation into a cause. Start with facts, formulate hypotheses and seek evidence that can support or refute each interpretation.
Define criteria before evaluation
Translate abstract concepts into operational definitions, scales, classification rules and data sources. Criteria should exist before the result to reduce retrospective interpretation.
Preserve traceability
Link each conclusion to data, observations, assumptions and owners. When a score is used, retain its components; when a hypothesis is used, record how it will be tested.
The conclusion must be traceable to the reasoning. If a third party cannot understand why the decision follows from the recorded evidence, the analysis needs to be strengthened.
03
WORKED EXAMPLE
How the method behaves in a real situation.
NPS target was 70 and actual 62 while response time improved. The review does not simply mark red; it asks whether the hypothesis “faster response → higher NPS” held and which other drivers need investigation.
The example is intentionally specific. Numbers illustrate the reasoning and are not universal benchmarks: limits, scales and targets must be defined for the process being analyzed.04
MEASUREMENT AND INTERPRETATION
What to observe so the document does not become mere form filling.
Measures should serve reasoning. Whenever possible combine outcome, process and contextual evidence. For time series, look for patterns and variation rather than only point-in-time before/after comparisons.
01current/target condition
02causal evidence
03owner
04indicator
05follow-up
Consistency test
Ask whether another person, using the same definitions and evidence, would reach a similar interpretation. If the answer depends heavily on individual judgment, refine the operational definition, scale or data source.
05
LIMITATIONS AND GOVERNANCE
The tool supports decisions; it does not replace judgment, context and validation.
Established method/tool in professional and academic literature; exact implementation should be tailored to context.
A3 is a thinking and dialogue process, not merely a paper size or template. Rigor lies in causal logic, evidence and coaching.
Define an owner, review frequency, official data source and condition for reopening the decision. Link actions to deadlines and indicators, hypotheses to tests, and risks to treatment and follow-up.
DefinitionEvidenceInterpretationDecisionReview
06
METHODOLOGICAL BASIS
References for deeper study of the method.
The references below support the methodological family or principle used. Struckel’s digital implementation operationalizes application, documentation and traceability; it does not change the conceptual limits of the original sources.
LEI_A3
Open reference Shook J. Managing to Learn: Using the A3 Management Process to Solve Problems, Gain Agreement, Mentor and Lead. Lean Enterprise Institute.
KAPLAN_NORTON_2000
Open reference Kaplan RS, Norton DP. Having Trouble with Your Strategy? Then Map It. Harvard Business Review. 2000;78(5):167–176.
USE IT IN PRACTICE
Turn the method into a document ready for real work.
Struckel Forms offers a free way to structure this methodology with guided fields, contextual help and print/PDF preparation. Use the tool to organize reasoning; use consulting when the challenge requires design, implementation, facilitation or executive follow-up.