Meetings Matrix Meeting Necessary OODA Loop Frequency & Sprint Cycle/ Think “Sprints” & “Scrums”. Think OODA Loops within OODA Loops within OODA Loops, each informing the other and being informed by the other. Think Gearbox in the Transmission System of your Business Vehicle. Agile Meetings are at the heart of your agility. Meeting Necessary OODA Loop Frequency & Sprint Cycle/ Timing Attendees/Chair (& 2nd/3rd Chairs) Objectives/Outline Agenda Inputs/Throughputs (Reporting)/Outputs Daily Scrum/ Daily Huddle: Morning Meeting Daily Sprint: 8:30am – 9:00am Conf. Room 1 Management Team (CEO, VPs & Managers) Chair: CEO, 2nd: COO, 3rd: CFO 1. Priority Problems & Opportunities 2. Forward Planning Next Few Days/Weeks/Months 3. Anticipated Problems & Opportunities Sales Prospects Funnel/Pipeline Updates on Yesterday’s Action Items Sales Review? Weekly Sprint? Monthly Sprint? Both? Master Production Scheduling? Marketing Planning? Quarterly Strategic Review (Traction Plan Review) Quarterly Sprint: 3rd Friday, 8am – Noon, 3rd Month of Quarter Board Room Management Team/Facilitator (CEO, VPs & Managers and Facilitator) Chair: Strategic Planning VP, 2nd : HR VP, 3rd : Bus. Development VP 1. Reviews by Champions of their Boxes/Pages 2. Discussion & Feedback 3. Review of Top Page and Re-Coloring/Bolding Updated Traction Plan Pages Master Traction Plan File Product Strategy? Quarterly Sprint? Quality Management? Capacity & Facilities Planning? Strategic Retreat Annual Sprint: 3rd Friday, of September All-day, Offsite 1. Strategic Tri-Fold, Traction Plan & Other Strategic Artifacts 2. Annual Plan & Departmental Planning 3. Planning the Parallel Process/Communication Updated Traction Plan Updated Annual Plan Updated Departmental Plans

Meeting Design Template: Morning Meeting Frequency/Cycle/Timing: Rain or Shine, Location: Same Place, Same Time, Every Day! Chair: ? 2md Chair: 3rd Chair: Other Attendees: No exceptions – if you are on site, you are in this meeting. Period. If you are due to be hosting a customer onsite, schedule them to arrive after 9am. If you are offsite, make every attempt to dial in. Support Staff as appropriate/needed Operating Norms: Daily OODA Loop for Winning the Daily Dogfight, Organizing Chaos, Loop Closure & Sense of Urgency. Driving Fast-Cycle Teamwork Communication, Collaboration, Coordination Sustaining Real-Time Situational Awareness Fact-Based Intuition-Based Fast/Good Decisions Silence = Agreement Tra¢tion Control Wheel$pin Avoidance Objectives: Daily check-in/review of “what’s hot and what’s not” as a team, for real-time crises management, prevention and foresight. Strategic Significance: This meeting lives between the rubber and the road of our day-to-day journey and is our Traction Control System. ROI: Staying on top of detail-complexity and dynamic-complexity, preventing the avoidable-costs and opportunity-costs of Wheel$pin. Inputs (Reports/Data Required for the Meeting and Responsible Person) 1: Prospects Funnel Spreadsheet (Sales & Marketing VP); 2: Upsides & Downsides Analysis (CFO); 3: Standing Agenda (Below). Throughputs (Standing Agenda) Item (& Who): Scope: Types of Decisions Required: Time 1 Review of any other Open-Items 5 2 Review of any other Open Items 3 4 Any Other Business (including breaking the deafening silence on any issues, whistle-blowing) Round-Robin, finishing with Site GM & President Annual Calendar, Forward Planning & Countdown Items Plus/Delta of Meeting/Operating Norms/Leaders & Laggards Calendar Challenges/Level-Loading/Rescheduling Strategy/Execution/Traction enablers/disablers Issues: Team; Organizational; Stakeholder 10 Outputs (Key Decisions/Reports as Inputs to Other Meetings and Responsible Person) 1: Offline Meetings During the Course of the Day. 2: No minutes (action items are captured in process/electronically)