Don't Meet! Regular communication in structured, disciplined groups where participants make decisions, is the key to success
Reporting status and effectiveness of strategic and tactical choices is required to create and maintain competitive advantage
Master Annual Strategic Direction
How often: yearly to brainstorm, 2 month followup after responses
Who: Board level and key management
Why: Set course, align efforts, allocate resources
Result: Draft Organisation Year OGSM representing the decisions made in the agenda
- [Decision] (Market Position) What market position are we aiming for next year based on current position per marketplace
- [Decision] Keep or Expand our target audience
- [Discussion] (OGSM Review) Decide what to stop and what needs more help by evaluating the current OGSM status
- [Discussion] (Trends) Which trends are having impact on the future of our business by describing existing identified trends and impact and new trends
- [For information] (Customer value proposition) Confirm customer value proposition by confirming value chain and business model
- [Decision] (People – Staff, Partners, Processes, Product, Customer) decide next year people requirements by evaluating staff and partnerships)
- [Discussion] (Challenges – SWOT) What are the biggest challenges for next year or beyond, what is the expected impact and proposed solution using a power SWOT
- [Decision] (Goals) Register in what by how format what you intend to achieve next year, how you will get there and the major action you will execute
An “Annual Strategic Direction” meeting serves as a key forum for organizational leadership to come together and define the overarching goals, priorities, and initiatives for the upcoming year. The purpose of such a meeting is multi-faceted and can include the following.
In summary, an Annual Strategic Direction meeting is a crucial event for organizational leaders to collaboratively set the course for the upcoming year, align efforts, allocate resources, and ensure the organization is well-positioned to achieve its objectives.
Quarterly Strategy review meeting
How often: right at the end of each quarter (~28 March, ~28 June, ~28 September)
Who: Board level and key management
Why: Set quarter goals, align efforts, stop non performing actions
Result: Quarterly assignments in dashboard and actions Year OGSM
- [For information] Review goals actual vs target
- [Discussion] Are the strategies delivering the results we expect in the goals and dashboard (What)
- [For information] For each strategy – What actions (most important 3-5) did we deliver – what did we learn / can improve
- [Decision] For each strategy – What are our 3-5 key actions for the coming quarter which dashboard / goals will be affected
- [Decision] What actions should be stopped
- [Discussion] What are the risks / problems we are facing in the coming quarter?
- [Discussion] are our current goals achievable in this timeframe?
A Quarterly Strategy Planning Meeting serves as a recurring forum for organizational leaders to review, adjust, and refine strategic priorities and initiatives throughout the year. The purpose of such a meeting includes several key objectives:
- Review and Evaluation: Assess the progress made toward the goals and initiatives set during the Annual Strategic Direction meeting. This involves reviewing key performance indicators (KPIs) and metrics to gauge the success of ongoing strategies.
- Course Correction: Identify any deviations or challenges encountered in the execution of the strategic plan and make necessary adjustments. This allows for agility in responding to changing market conditions, competitive landscapes, or internal factors.
- Alignment: Ensure continued alignment among different departments and teams within the organization. A Quarterly Strategy Planning Meeting provides an opportunity to confirm that everyone is working toward common objectives and adapting to any changes in the organizational direction.
- Resource Allocation: Reevaluate and reallocate resources as needed. This includes adjusting budgets, personnel assignments, and technology investments based on the performance and evolving priorities.
- Learning from Experience: Discuss and learn from both successes and failures during the quarter. This reflective process contributes to a culture of continuous improvement and allows the organization to refine its approach based on real-world experiences.
- Agile Decision-Making: Encourage an agile decision-making process, allowing the organization to respond quickly to emerging opportunities or threats. This agility is crucial in dynamic business environments.
- Strategic Initiatives Planning: Identify and plan for strategic initiatives for the upcoming quarter. This involves setting new goals, defining action plans, and ensuring that the organization is well-prepared for upcoming challenges and opportunities.
- Communication and Transparency: Use the meeting to communicate updates and changes in the strategic direction to the broader organization. This ensures that employees are informed and aligned with the evolving priorities.
- Employee Engagement: Engage leaders and teams in the strategic planning process, fostering a sense of ownership and accountability. This involvement enhances overall employee engagement and commitment to organizational goals.
- Risk Management: Continuously assess and manage risks that may impact the achievement of strategic objectives. Proactive risk management is vital to anticipate challenges and minimize their potential impact.
- Performance Recognition: Acknowledge and celebrate achievements and milestones reached during the quarter. Recognizing success fosters a positive organizational culture and motivates teams to continue their efforts.
In summary, a Quarterly Strategy Planning Meeting is a dynamic and responsive approach to strategic management. It allows organizations to continuously adapt to changing conditions, learn from experience, and stay on course toward long-term objectives.
Monthly Action status review - Meeting
A Monthly Action Status Meeting serves as a regular and structured forum for teams to discuss, review, and update the progress of ongoing projects, initiatives, and action items within a given month. The purpose of such a meeting includes several key objectives:
How often: right at the end of each month
Who: Strategy owners, Management, program and project managers
Why: A tactical and operational meeting that helps teams stay on track, address challenges, and foster a collaborative and accountable working environment. It plays a crucial role in maintaining visibility into ongoing initiatives and promoting agility in response to changing circumstances.
Result: Updated action status, refine resource allocations and align expectation of delivery
- Review of Objectives and Goals
- Evaluation of Implemented Strategies within Actions
- Analysis of Key Measures and Metrics
- Project Status Updates
- Identification of Action Items
- Open Discussion and Feedback
- Next Steps and Closing
In summary, a Monthly Action Status Meeting is a tactical and operational meeting that helps teams stay on track, address challenges, and foster a collaborative and accountable working environment. It plays a crucial role in maintaining visibility into ongoing initiatives and promoting agility in response to changing circumstances.
Week start / Sprint
a Week Start Meeting is a proactive approach to preparing the team for the week ahead. It enhances communication, coordination, and alignment, fostering a sense of shared purpose and accountability among team members. The purpose of such a meeting includes several key objectives:
How often: Start of week, or Sprint planning
Who: Team leaders, team membersResult: Updated action status, refine resource allocations and align expectation of delivery
- Goal Progress: What progress did I make towards the goal this week?
- Impact Evaluation: How has my work contributed to the positive impact I aim to achieve?
- Key Metrics: What measurable outcomes or metrics am I focusing on, and how have they changed this week?
- Challenges and Obstacles: What challenges or obstacles did I encounter, and how did I address them?
- Resource Allocation: Did I allocate my time and resources effectively to maximize impact?
- Learning and Development: What new insights or knowledge have I gained this week that can contribute to achieving the goal more effectively?
- Stakeholder Engagement: How have I engaged with relevant stakeholders to ensure their support and alignment with the goal?
- Adaptability and Flexibility: Have I remained adaptable and open to adjusting my approach based on new information or changing circumstances?
- Alignment with Overall Mission: How does my progress align with the broader mission and vision of the project or organization?
- Long-Term Sustainability: How can I ensure the sustainability of the positive impact I’m creating in the long term?
The purpose of a Week Start Meeting or Sprint Planning Meeting, particularly in an Agile development framework, is to facilitate the planning and coordination of work for a specific time period, typically a week or a sprint. The meeting aims to achieve several key objectives:
In summary, a Week Start or Sprint Planning Meeting is a crucial component of Agile project management. It promotes transparency, collaboration, and effective planning to maximize the team’s productivity and ensure that they are working on the highest-priority tasks.