Meeting Heartbeat Planner
Design the fractal meeting structure across all four horizons, write the standing agendas, and lock the calendar before anyone leaves the room. Then agree the accountability that makes the structure work, and the three numbers the GLT looks at every month. Each level has a different job, and they must not blur into one another.
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Daily stand-up
Operational alignment. Teams coordinate their work, raise immediate issues and keep the day running. Not where strategic decisions are made.
Weekly check-in
Leadership coordination. Department leaders align priorities, share updates and remove obstacles that affect more than one team. Still coordination, not long-term strategy.
Monthly Roadmap review
The most important meeting for strategic progress. Every initiative owner reports where they are in the R-P-I cycle, what has been researched, tested or implemented, and what obstacles need leadership input.
Quarterly strategic review
Strategic adjustment. The GLT steps back, reviews the Roadmap as a whole, assesses what has been delivered, examines new opportunities and risks, and adjusts priorities for the next quarter.
Meeting hygiene rules
A monthly review that slips to every six weeks is not a monthly review. Agree the schedule and hold to it.
Peer accountability agreement
Each member of the GLT owns one strategic initiative and reports progress each month to their peers, not to the founder. That shift is what moves responsibility for strategic progress from one individual to the team. Write down what the team is agreeing to, so it can be held to it.
The company health snapshot
The monthly Roadmap review opens with a brief snapshot of where the company currently stands, before any initiative is discussed. It does not need to be a detailed analysis. The goal is shared awareness of the company’s position, so the GLT reviews strategic progress against a common picture.
Use whatever you have today, in whatever shape it is currently in. These numbers get properly defined later in the programme, and the snapshot tightens as they do. Do not delay installing the rhythm because the measures are still rough.
| Indicator | What we can see today | Who brings it | Gets properly defined in |
|---|---|---|---|
| Revenue performance | Module 17 | ||
| Sales pipeline strength | Module 15, weighted pipeline | ||
| Customer satisfaction | Module 14, CSS | ||
| Team capacity | Module 17, utilisation |
