Deliverables should drive meetings, even review meetings.
Face-to-face time is too expensive to hold unstructured discussions and hope some of it sticks. Hence, here find three strong reasons for conducting review meetings, Additionally, find comments on the different types of deliverables, frequency, and structure for each.
|3 Review Meetings||
|Meeting Purpose||To review the performance of operating departments and business functions and address problems.||Review performance indicators and initiatives to assess progress and barriers to strategy execution.||Review the strategies and modify as necessary.|
|Deliverable||Action plan for short-term problems and opportunities for continuous improvement.||Project or initiative acceleration or deceleration and other mid course improvements.||New, improved, or transformed strategies, targets, and authorization for expenditures.|
|Frequency||From daily to monthly||. . . monthly to quarterly||. . . quarterly to annually|
|Agenda Construct||Use the MG RUSH “Facts, Implications, Recommendations” tool; aka “What, So What, Now What.”||Use the MG RUSH “Facts, Implications, Recommendations” tool; aka “What, So What, Now What.”||Consider Quantitative SWOT and other portfolio prioritizing methods (eg, Perceptual Mapping)|
|Comments||Avoid discussions about strategic issues.||Avoid discussions about operational and tactical issues.||Can be substantially modified, even going back to Mission, etc.|
Make Review Meetings Participatory
Participants should NOT spend their time listening to report presentations during review meetings. They should have become familiar with the main topics through their pre-read and preparation, and have developed some input for consideration. Strive to build your agenda for review meetings around discrete deliverables from each step, and make sure the deliverables can be documented. If your deliverable is too abstract (eg, ‘shared awareness’), then it is inappropriate for these three types of meetings. Remember that a world-class strategy is impotent if it is not converted into operational plans that are executed against the agreed upon performance targets.
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