Meeting and reporting structure
A short set of recurring sessions with a stated purpose, a fixed agenda and an output. Anything without an output is removed.
What it covers
Three parts, one output.
Responsibility matrix
RACI-style matrix per core process: who does, who decides, who must be consulted, who is informed. Written with the team, not imposed.
Hand-over protocol
What moves between roles, in what form, at what moment — including the cases when someone is away.
In practice
Coordination is a document problem before it is a culture problem
When two people disagree about a decision, the usual cause is that the decision never had an owner. A matrix does not remove disagreement; it makes the disagreement visible early, at the point where it is cheap to resolve.
We keep the structure small on purpose: one weekly operations session, one monthly review, one place where decisions are recorded. If a meeting cannot be tied to a decision or an output, it is on the list to remove.
How it runs
Four stages over a short cycle.
Decision audit
List the decisions made in the last month and find where each one was actually taken.
Structure design
The minimum set of sessions, reports and records that keeps those decisions visible.
Matrix build
Responsibility matrix for the three to five core processes, agreed role by role.
Two-week trial
Run the structure for two weeks, then remove what did not earn its place.
Deliverables
What leaves the engagement with you.
- Responsibility matrix
- Meeting and reporting calendar
- Agenda and output templates
- Decision log structure
- Hand-over protocol
- Two-week trial review
Scope boundary
The matrix documents working arrangements; it does not change employment terms, reporting lines with legal effect, or contractual obligations. Those changes remain with you and your advisers.
Related
Services that usually run alongside this one.
Process planning
Map how work actually moves through your business, then design the shortest reliable path.
Read the serviceAdmin optimisation
Take stock of the recurring administrative work and remove the steps that only exist by habit.
Read the serviceEfficiency review
Measure where the working week actually goes, and what the bottlenecks cost you.
Read the serviceNext step
Talk through your internal coordination.
Tell us how the work runs today. We will reply with a short view of fit and a fixed fee for a diagnostic.