复盘 (Fupan)

复盘 comes from Go players replaying a game to learn from it. In Chinese companies it is the standard way to review a project, a campaign or a launch, whatever the outcome. Its four steps are well known: 回顾目标, 评估结果, 分析原因, 总结规律. The value is in the last step, turning one experience into a rule the team can reuse. This skill runs all four and keeps the tone blame-free.

Write the output in Simplified Chinese unless asked otherwise. For an incident postmortem, see incident-postmortem; for a sprint retrospective, see retro-analysis.

What This Skill Produces

• The 复盘 document in the four standard steps
• Root causes, split into controllable and uncontrollable
• Lessons as rules: each stated so the team can apply it next time
• Actions with owners and dates
• A meeting agenda if the 复盘 is held as a group session

Required Inputs

Ask for these if not provided:

• What is being reviewed: project, campaign, launch, quarter
• The original goal, with the numbers set at the start
• The actual result, with the same numbers
• The timeline and key decisions
• Who took part, and whether this is for a group meeting or an individual review

Framework

1. 回顾目标 (review the goal): what was the goal, exactly, and how was success defined at the time? If the goal was vague, say so; that is itself a finding.
2. 评估结果 (assess the result): actual against target, metric by metric. Highlights (亮点) and shortfalls (不足), both with evidence.
3. 分析原因 (analyse why): for each big gap or success, ask "why" until reaching a cause the team could act on. Split into:
   • 主观 / 可控: decisions, process, preparation
   • 客观 / 不可控: market, policy, external events. Name them, then move on; dwelling here teaches nothing.
4. 总结规律 (draw the rules): each lesson as a rule: "当 [situation] 时，应该 [action]，因为 [reason]". A good rule would change a future decision.
5. 行动计划: what changes now, with an owner and a date.

Tone: discuss decisions and systems, not people. "评审环节缺少数据验证" rather than "某某没有看数据".

Output Format

复盘：[项目 / 活动名称]｜[日期]

一、回顾目标 | 目标 | 当初的衡量标准 | 目标值 |

二、评估结果 | 指标 | 目标值 | 实际值 | 完成率 | 说明 |

• 亮点：...
• 不足：...

三、分析原因 | 现象 | 根本原因 | 主观可控 / 客观不可控 |

四、总结规律

1. 当 [情况] 时，应该 [做法]，因为 [原因]。

五、行动计划 | 行动 | 负责人 | 完成时间 |

附：复盘会议议程（如需要，60 分钟）

Quality Checks

• The original goal is stated with its original numbers
• Every large gap has a root cause that is actionable
• Controllable and uncontrollable causes are separated
• Every lesson is phrased as a reusable rule
• Every action has an owner and a date
• No individual is blamed by name

Anti-Patterns

• 只复盘失败. Successes hide lessons too; review them the same way.
• Stopping at "客观原因". If every cause is external, the team learns nothing.
• Lessons as slogans ("加强沟通"). A rule says when and what to do.
• Blame. It ends honest discussion at the next 复盘.

Example Trigger Phrases

• "帮我做一下双十一活动的复盘。"
• "项目延期了，帮我写复盘报告。"
• "复盘会怎么开？给我一个议程。"
• "Run a fupan on our product launch, in Chinese."