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Matthias Gidda

How should we structure the big decision meeting?

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In most organizations, there is this key meeting where the people who run the place have their say about what the organization should be working on. For example, we at Meisterplan call this meeting the "Portfolio Board Meeting" in our Lean PPM method of project portfolio management. Of course, other companies use other names. But our impression has been, that the meeting's structure is relatively similar: First management wants to know what the current status is, and only then they talk about how to proceed from there.

Is that more or less how you do it, too? Or do you structure your big decision meeting differently? I'd be thrilled to learn new approaches to this.

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