operating-cadence

Operating cadence

Every organization has a cadence. Most have one that accumulated — a meeting added after each incident, none ever removed — rather than one that was designed. The symptom is familiar: full calendars, thorough reporting, and decisions that still take six weeks.

Give every recurring meeting a decision it exists to make

A review that only shares information is a document pretending to be a meeting. Before a meeting recurs, answer three questions: what decision does this forum make, who in the room can make it, and what would have to be true for the answer to be no.

If a forum has made no decision in a quarter, either it is the wrong forum or the decision is being made elsewhere. Both are worth knowing.

Separate the three time horizons, and do not let them merge

• Weekly — execution. What is off track, what is blocking it, who is unblocking it by when. Short, operational, no strategy. Fifteen items at five minutes each, not five at fifteen.
• Monthly — performance. Results against plan, with the variance explained by a driver rather than restated. This is where a trend gets caught while it is still cheap.
• Quarterly — direction. Whether the plan is still the right plan, resource reallocation, and the deliberate stopping of things.

The common failure is a monthly review that fills with weekly firefighting, so nobody ever looks up. The fix is not discipline in the room; it is a functioning weekly meeting that leaves nothing urgent for the monthly one to absorb.

One set of numbers, owned by name

The same metric presented two ways in two forums will be argued about in both. Each metric needs a single definition, a single source, and one named owner who is accountable for the number rather than for the outcome it measures — those are different people surprisingly often, and the distinction stops reporting from becoming advocacy.

Publish the pack before the meeting and expect it read. A review that spends its first half being presented to has cut its own decision time in half.