The five meetings every operating model needs.

An operating model is, in practice, a calendar. It is the set of meetings in which the business decides things, and the artefacts those meetings produce.

There are five meetings every operating model needs. Most businesses we work with have three of them, and the other two are happening informally — in corridors, on Slack, after the official meeting has ended.

The weekly run. What happened, what's about to. Forty minutes. No slides.

The monthly review. What's working, what's not, what we're changing. One page in, one page out.

The quarterly bet. Where the next 90 days of effort go. Decided, not debated.

The annual frame. The narrative, the priorities, the price the business is paying for them.

The board. The smallest meeting, often the loudest. It works when the other four do.

If two of these are missing or rolled into another, the business is being run somewhere else. It is worth finding where.