1. 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

2. 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)