© the delos partnership 2007 page 1 integrated enterprise leadership priority and senior team...
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© The Delos Partnership 2007 page 1
Integrated Enterprise Integrated Enterprise LeadershipLeadership
Priority and Senior Team Reviews
© The Delos Partnership 2007 page 2
IEL Process StepsIEL Process Steps
AACCTTIIOONN
AACCTTIIOONN
Week 1 Week 2 Week 3 Week 4
InnovationInnovationReviewReview
InnovationInnovationReviewReview
CustomerCustomerDemandDemandReviewReview
CustomerCustomerDemandDemandReviewReview
SupplySupplyPlanPlan
ReviewReview
SupplySupplyPlanPlan
ReviewReview
PriorityPriorityReviewReview
PriorityPriorityReviewReview
Stage 1Stage 1
Stage 2Stage 2
SeniorSeniorTeamTeam
ReviewReview
SeniorSeniorTeamTeam
ReviewReview
Stage 5Stage 5
Stage 7Stage 7
Stage 3Stage 3
SupportSupportReviewReview
SupportSupportReviewReview
Stage 6Stage 6
Stage 4Stage 4
© The Delos Partnership 2007 page 3
Two Leadership StagesTwo Leadership Stages
Prioritisation•Family Summary
Major Changes Main Assumptions Threats & Opportunities Decisions Taken Decisions to Take Recommendations,
Implications, Costs•Alignment to Business Plan•Innovation Status
Senior Team Review
SUMMARY BY FAMILY
MAJOR ASSUMPTIONS________________________________________________
DECISIONS OUTSTANDING________________________________________________
RECOMMENDATIONS________________AND COSTS ________________
________________________________
MAJOR CHANGES ________________________________________________________________
DECISIONS MADE ________________________________________________________________
VULNERABILITIES ________________________________________________________________
MAJOR ASSUMPTIONS________________________________________________
DECISIONS OUTSTANDING________________________________________________
RECOMMENDATIONS________________AND COSTS ________________
________________________________
MAJOR CHANGES ________________________________________________________________
DECISIONS MADE ________________________________________________________________
VULNERABILITIES ________________________________________________________________
Demand Supply InventoryBudget Current Plan Previous Plan Prior Year
SUMMARY BY FAMILY
MAJOR ASSUMPTIONS________________________________________________
DECISIONS OUTSTANDING________________________________________________
RECOMMENDATIONS________________AND COSTS ________________
________________________________
MAJOR CHANGES ________________________________________________________________
DECISIONS MADE ________________________________________________________________
VULNERABILITIES ________________________________________________________________
MAJOR ASSUMPTIONS________________________________________________
DECISIONS OUTSTANDING________________________________________________
RECOMMENDATIONS________________AND COSTS ________________
________________________________
MAJOR CHANGES ________________________________________________________________
DECISIONS MADE ________________________________________________________________
VULNERABILITIES ________________________________________________________________
Demand Supply InventoryBudget Current Plan Previous Plan Prior Year
SUMMARY BY FAMILY
MAJOR ASSUMPTIONS________________________________________________
DECISIONS OUTSTANDING________________________________________________
RECOMMENDATIONS________________AND COSTS ________________
________________________________
MAJOR CHANGES ________________________________________________________________
DECISIONS MADE ________________________________________________________________
VULNERABILITIES ________________________________________________________________
MAJOR ASSUMPTIONS________________________________________________
DECISIONS OUTSTANDING________________________________________________
RECOMMENDATIONS________________AND COSTS ________________
________________________________
MAJOR CHANGES ________________________________________________________________
DECISIONS MADE ________________________________________________________________
VULNERABILITIES ________________________________________________________________
Demand Supply InventoryBudget Current Plan Previous Plan Prior Year
Total Number of Changes
Current Last Project
1020
30 4050
6070
Engineering
20
2530
35
40
Other
Current Last Project
20
2530
35
40
Business Review
-8 -4 0 +4 +8
Current Last Project
1020
30 4050
6070
20
2530
35
40
20
2530
35
40
-8 -4 0 +4 +8-8 -4 0 +4 +8
Current Goal
Current Plan FY9x
Plan Actual
0
2550
75
100
10
1520
25
30
100
125150
175
200
100
125150
175
200
Current
Margins
Revenue
Project Cost to Date
0
2550
75
100
10
1520
25
30
100
125150
175
200
100
125150
175
200
1st Pass Test Percent
-3 -2 -1 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
INVENTORY
ACTUAL
BUDGET
DEMAND PLANSUPPLY
ACTUAL
ACTUAL
VOLUME
TIME/MONTHS TIME/MONTHS-3 -2 -1 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
BUSINESS PLAN
ACTUAL
£ M'sREVENUE
BUSINESS PLAN
PROFITABILITY
ACTUAL
Weeks0
20
40
60
80
100
O/T Delivery Performance
3 1 3 2 0 0 0
7 7 12 6 8 6 11
#No. of Late Deliveries #No. of On-Time Deliveries
A
B
CMonths
Customer's Rating
A
B
C
STDHRSOR
UNITS
WEEKS
REQUIRED CAPACITY
PLANNED CAPACITY(DEMONSTRATED OUTPUT)
RESOURCE A
Total Number of Changes
Current Last Project
1020
30 4050
6070
Engineering
20
2530
35
40
Other
Current Last Project
20
2530
35
40
Business Review
-8 -4 0 +4 +8-8 -4 0 +4 +8
Current Last Project
1020
30 4050
6070
20
2530
35
40
20
2530
35
40
-8 -4 0 +4 +8-8 -4 0 +4 +8
Current Goal
Current Plan FY9x
Plan Actual
0
2550
75
100
10
1520
25
30
100
125150
175
200
100
125150
175
200
Current
Margins
Revenue
Project Cost to Date
0
2550
75
100
10
1520
25
30
100
125150
175
200
100
125150
175
200
1st Pass Test Percent
-3 -2 -1 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
INVENTORY
ACTUAL
BUDGET
DEMAND PLANSUPPLY
ACTUAL
ACTUAL
VOLUME
TIME/MONTHS TIME/MONTHS-3 -2 -1 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
BUSINESS PLAN
ACTUAL
£ M'sREVENUE
BUSINESS PLAN
PROFITABILITY
ACTUAL
Weeks0
20
40
60
80
100
O/T Delivery Performance
3 1 3 2 0 0 0
7 7 12 6 8 6 11
#No. of Late Deliveries #No. of On-Time DeliveriesWeeks0
20
40
60
80
100
O/T Delivery Performance
3 1 3 2 0 0 0
7 7 12 6 8 6 11
#No. of Late Deliveries #No. of On-Time DeliveriesWeeks0
20
40
60
80
100
O/T Delivery Performance
3 1 3 2 0 0 0
7 7 12 6 8 6 11
#No. of Late Deliveries #No. of On-Time Deliveries
A
B
CMonths
Customer's Rating
A
B
C
A
B
CMonths
Customer's Rating
A
B
C
STDHRSOR
UNITS
WEEKS
REQUIRED CAPACITY
PLANNED CAPACITY(DEMONSTRATED OUTPUT)
RESOURCE A
STDHRSOR
UNITS
WEEKS
REQUIRED CAPACITY
PLANNED CAPACITY(DEMONSTRATED OUTPUT)
RESOURCE A
Strategic Programme 1Strategic Programme 2 Strategic Programme 3 Strategic Programme 4 Strategic Programme 5 Strategic Programme 6 Strategic Programme 7 Strategic Programme 8 Strategic Programme 9 Strategic Programme 10 Strategic Programme 11 Strategic Programme 12 Strategic Programme 13 Strategic Programme 14
Strategic Programme 1Strategic Programme 2 Strategic Programme 3 Strategic Programme 4 Strategic Programme 5 Strategic Programme 6 Strategic Programme 7 Strategic Programme 8 Strategic Programme 9 Strategic Programme 10 Strategic Programme 11 Strategic Programme 12 Strategic Programme 13 Strategic Programme 14
Continuously reviewing the balance between strategy and operationsContinuously reviewing the operational projection and strategic fit
© The Delos Partnership 2007 page 4
Priority ReviewPriority Review
Objectives To resolve issues around demand supply
and innovation plans - timing and resources To provide proposed financial statement To facilitate what-ifs and provide basis for
decisions (facts not opinions) To provide issues for resolution by Senior
Team
© The Delos Partnership 2007 page 5
Reviewing the GapReviewing the GapFinancial Strategic Forecast
0
5
10
15
20
25
1 2 3 4 5
Year
£m.
All New
New
Extend
Current
Aspiration
© The Delos Partnership 2007 page 6
Agreement on Strategic ActionsAgreement on Strategic ActionsStrategicPlan
Where Where AmAmI now ?I now ?
Where Where AmAmI now ?I now ?
Where Where AmAmI going ?I going ?
Where Where AmAmI going ?I going ?
Where Where Do I Want Do I Want to Go ?to Go ?
Where Where Do I Want Do I Want to Go ?to Go ?
What Am I What Am I Going To do ?Going To do ?
Choices
© The Delos Partnership 2007 page 7
Priority ReviewPriority Review
Requirements Updates on Innovation, Demand, Supply and support
plans Financial statement of all the plans External events/Risks
Governmental Competitive
Internal events Launch threats Supply constraints
Alternatives for evaluation Proposals from prior stages to go forward to STR
© The Delos Partnership 2007 page 8
Alternatives to testAlternatives to test
• Sales volumes• Supply plans• Overtime• Capacity change (up or down)• Service level strategy• Phasing of development plans• Timing and size of capital expansion• Price/Volume effects• Manufacturing strategy• Marketing strategy• Outsource/In source
ONESETOF
NUMBERS
© The Delos Partnership 2007 page 9
TeamworkTeamwork
A common vision and shared strategy allows:
• Common goal
• Common objectives
• Agreed targets
• Consensus on performance measurement
© The Delos Partnership 2007 page 10
ProblemProblem
FINANCEFINANCEHRHRITIT
FINANCIAL IMPLICATIONSFINANCIAL IMPLICATIONS
DEVELOPMENTDEVELOPMENT
FINANCIAL IMPLICATIONSFINANCIAL IMPLICATIONS
FunctionalFunctionalAgendasAgendas
FINANCIAL IMPLICATIONSFINANCIAL IMPLICATIONS
SUPPLYSUPPLYDEMANDDEMAND
© The Delos Partnership 2007 page 11
Team SolutionTeam Solution
DEVELOPMENTDEVELOPMENT
FINANCEFINANCEHRHRITITDEMANDDEMAND
SUPPLYSUPPLY
BUSINESSBUSINESS IMPLICATIONS IMPLICATIONS
IntegratedIntegratedApproachApproach
© The Delos Partnership 2007 page 12
Priority ReviewPriority Review
Outcome Decisions on capacity short term etc. where
they can be made Options for Senior Management Team to
review Review of current financial picture Options for closing the gap Numbers to form the basis of next year’s
budget
© The Delos Partnership 2007 page 13
PrioritisationPrioritisation
• Led by Integrated Enterprise Leadership Director/Manager
• May mean a series of meetings to discuss options
• May require simulation capability for review of numbers
• Multiple sets of numbers based on one set of plans!
© The Delos Partnership 2007 page 14
IEL Process StepsIEL Process Steps
AACCTTIIOONN
AACCTTIIOONN
Week 1 Week 2 Week 3 Week 4
InnovationInnovationReviewReview
InnovationInnovationReviewReview
CustomerCustomerDemandDemandReviewReview
CustomerCustomerDemandDemandReviewReview
SupplySupplyPlanPlan
ReviewReview
SupplySupplyPlanPlan
ReviewReview
PriorityPriorityReviewReview
PriorityPriorityReviewReview
Stage 1Stage 1
Stage 2Stage 2
SeniorSeniorTeamTeam
ReviewReview
SeniorSeniorTeamTeam
ReviewReview
Stage 5Stage 5
Stage 7Stage 7
Stage 3Stage 3
SupportSupportReviewReview
SupportSupportReviewReview
Stage 6Stage 6
Stage 4Stage 4
© The Delos Partnership 2007 page 15
Objectives for Senior Team ReviewObjectives for Senior Team Review
• Make decisions on major issues• Delegate issues to the right level• Review the long-term picture not short
term crises• Review process based performance
measures• Review and develop long-term strategy• Make it the meeting for the Executive
© The Delos Partnership 2007 page 16
Agenda for discussionAgenda for discussion
• Current Business situation Plan versus Budget/Business Plan Plan versus last plan (volume/value)
• Strategic Review [1/quarter]• Assumptions on which plan is based• Issues for Resolution
Innovation development issues Supply/Demand Allocation issues Major Capacity changes required Outsourcing Capital Expenditure Plans HR/IT support issues Reorganisation requirements
• Performance measures• Review of IEL process against assessment criteria
© The Delos Partnership 2007 page 17
Financial review by family and in aggregateFinancial review by family and in aggregate
Major ChangesNew Product XYZ included in ForecastTender for country ABC included
Major AssumptionsMarket Growth of 5 %Competition will reduce price by 5 %We Win Tender
Major ThreatsCompetitor ABC introduces competitive product
Decisions RequiredInvestment of Eur 0.5 m in Additional capacity for New ProductMove to three shift working to meet demand
0
5,000
10,000
15,000
20,000
25,000
30,000
Euros
Sales Contrib EBITDA
Sales/Profit
Financial Analysis
Budget
Previous
Current
Major OpportunitiesNew emerging market in XYZ region
Decisions TakenTo discontinue product ABC
© The Delos Partnership 2007 page 18
Financial justification for XYZ projectFinancial justification for XYZ project
Year 1 Year 2 Year 3 Year 4 Year 5
Volume 100 115 120 140 150
Sales 10 12 13 15 17
Contribution 2 2.5 2.75 2.5 2
Inc Overheads 0.5 0.5 0.5 0.5 0.5
Cash Flow 1.5 2.0 2.25 2 1.5
Wkg Capital 1 0.5 0.2 0.2 0.2
Cap Expenditure
4
Net Cash Flow -3.5 1.5 2.05 1.8 1.3
Net Present Value @ 15 % =
© The Delos Partnership 2007 page 19
Forecast must be supported by Forecast must be supported by assumptionsassumptions
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
1254 145 145 156 156 170 170 135 135 135 145 160 160
1345 145 167 135 180 200 200 200 200 150 150 150 200
1256 100 200 200 200 200 200 300 300 200 200 200 200
1347 50 50 50 50 40 40 30 30 20 20 40 50
NUMBERS !
ASSUMPTIONS
© The Delos Partnership 2007 page 20
Integrated Enterprise LeadershipIntegrated Enterprise Leadership
-3 -2 -1
Demand Plan 120 120 120
Actual Demand 119 125 132
Difference -1 5 12
Cum Diff 4 16
Months 1 2 3 4 5 6 7 8 9
Last Demand Plan 120 120 120 120 120 120 120 120 120
New Demand Plan
Difference
Cum Diff
Months Q4 Q1
360 360
-3 -2 -1
Supply Plan 125 125 125
Actual Supply 119 118 121
Difference -6 -7 -4
Cum Diff -13 -17
1 2 3 4 5 6 7 8 9
Last Supply Plan 125 125 120 120 120 120 120 120 120
New Supply Plan
Difference
Cum Diff
Q4 Q1
360 360
-3 -2 -1
Stock Plan 71 76 81
Actual Stock 66 66 59 48
Difference -5 -17 -33
1 2 3 4 5 6 7 8 9
Last Stock Plan 86 91 91 91 91 91 91 91 91
New Stock Plan
Difference
Q4 Q1
Family AX Senior Team FocusMPS Focus
© The Delos Partnership 2007 page 21
The Core Measures and Financial The Core Measures and Financial EffectEffect
© The Delos Partnership 2007 page 22
Delos Delos ROCEROCE model model
ROCEROCE
ProfitProfit CapitalCapital
SalesSales CostsCosts
MaterialMaterial LabourLabour OverheadOverhead
FixedFixed CurrentCurrent
StocksStocks CreditorsCreditors DebtorsDebtorsProjectsProjects
© The Delos Partnership 2007 page 23
Leverage our Product P
and Product L assets
Protect and expand our
Product Family F
franchise
Grow our Product Family B business
Develop / acquire
innovative products and technologies
Achieve a profitable leadership position in
key countries
Derive 70% of company sales from top 10 markets by 2006
Maintain our leading position in S. America & France, Canada, UK, and Italy
Optimize public policy, regulatory, and communications to drive growth
Finalize Corea market strategy by 2003
Articulate a new Branding strategy
Meet timelines on bulk mfg. facility and packaging outsourcing for Bd
Acquire market knowledge in key countries
Develop/acquire Product Bk
Ensure launch of Bd Child by 2008
Develop ATO strategy
Develop Product P end-game strategy that maximizes Industrial utilisation
Accelerate the conversion from extP to intP
Consolidate and optimize ATO strategy to support Product P end-game and extP conversion
Slow competitor XX uptake in US
Develop comprehensive product delivery strategy
Institutionalize the Technology Visioning process
Ensure appropriate upstream / downstream balance
Ensure full alignment of Sales, Development, Legal Affairs and Marketing activities
Implement Goodwill optimization organization
Maximize existing assets for Product Fa and Fc
Ensure leadership in Family F delivery systems
Ensure optimal
capacity, quality and customer
satisfaction
Develop/ Upgrade Quality systems to ensure 50% yearly reduction in rejects and rebuild
Maximize utilization of existing capacity
Achieve Delos Platinum level at all sites
Implement Delos Global Integrated Enterprise Leadership
Explore continuous improvement approaches
Defend, and then expand, our leadership position through sustainable profitable growth.
Launch Product N
and Product M in 2005; >50% of sales
from new products by
2012
Achieve all critical path milestones to ensure 2005 launches
Complete Product N and product M pre-launch activities
Upgrade sales and marketing competencies for adult markets
Develop trust and transparency between IO and R&D groups
implement programs to accelerate the product development process.
Maximize our key assets
Continue to develop and implement e-strategies to enhance the effectiveness of Company corporate strategy.
Align our capacity and capital investment with our strategy.
Rapidly upgrade our
technical and leadership
competencies
Aggressively fill the competency and values gap
Become a truly global organization
Empower through broad spans of control in a flat organization
Differentiate rewards and career opportunities based on performance
Regain our leadership position Regain our leadership position in product development and in product development and
approval approval Reliably supply quality XXX Reliably supply quality XXX Foster a culture that Foster a culture that
demands excellence demands excellence Continue to lead in Continue to lead in
marketing and sales marketing and sales
© The Delos Partnership 2007 page 24
Priority and Senior Team ReviewsPriority and Senior Team Reviews
• Long-term - not short-term• Strategic - not tactical• Assumption based - not opinion based • Formal - not informal rumours• Team based decisions - not functional• Forward looking - not backward looking• Decisions – not request for information
© The Delos Partnership 2007 page 25
Delos IEL ProcessDelos IEL Process
AACCTTIIOONN
AACCTTIIOONN
Week 1 Week 2 Week 3 Week 4
Stage 7Stage 7
InnovationReview
InnovationReview
CustomerDemandReview
CustomerDemandReview
SupplyPlan
Review
SupplyPlan
Review
PriorityReview
PriorityReview
Stage 1Stage 1
Stage 2Stage 2
SeniorTeam
Review
SeniorTeam
Review
Stage 5Stage 5
Stage 3Stage 3
SupportReview
SupportReview
Stage 6Stage 6
Stage 4Stage 4
InnovationReview
InnovationReview
CustomerDemandReview
CustomerDemandReview
SupplyPlan
Review
SupplyPlan
Review
PriorityReview
PriorityReview
Stage 1Stage 1
Stage 2Stage 2
SeniorTeam
Review
SeniorTeam
Review
Stage 5Stage 5
Stage 3Stage 3
SupportReview
SupportReview
Stage 6Stage 6
Stage 4Stage 4
© The Delos Partnership 2007 page 26
Action plansAction plans
Chairman XXXXXXX Innovation meeting
Note taker XXXXXXX Date : 21/03/06
Timekeeper XXXXXXX
Item ActionDate
1. Outsource product ABC GL 24/5
2. Focus on XYZ strategic RW 30/6
Market sector, and prepare
Strategy to develop………
…….
• Review of process
Chairman XXXXXXX Innovation meeting
Note taker XXXXXXX Date : 21/03/06
Timekeeper XXXXXXX
Item ActionDate
1. Outsource product ABC GL 24/5
2. Focus on XYZ strategic RW 30/6
Market sector, and prepare
Strategy to develop………
…….
• Review of process
© The Delos Partnership 2007 page 27
Plan to ExecutionPlan to Execution
Plan
Execution
Plan theSale
Sell thePlan
Plan theWork
Work thePlan
Vision and Vision and StrategyStrategy
© The Delos Partnership 2007 page 28
Process OwnershipProcess Ownership
Sales Ops R & D Finance Mktg
New Product ProcessNPD
Owner
Supply side processSupplyOwner
CustomerDemand ProcessDemandOwner
Innovation
OwnerInnovation process
ManagementTeam
Support: Finance, IT,HR,QA, …. Support
Owner
Horizontal
Owners Act at the interface with the functions, to provide the link with other processes
The process Managers are responsible for managing the process within the « vertical » function.
© The Delos Partnership 2007 page 29
Process OwnersProcess Owners
Assure and guarantee the quality of the major processes in the organisation
•Innovation
•Demand
•Supply
•Support
•Integration
•Strategy
Analysing the environment, and ensuring best practise is adopted
Sales Ops R & D Finance Mktg
New Product ProcessNPD
Owner
Supply side processSupplyOwner
CustomerDemand ProcessDemandOwner
Innovation
OwnerInnovation process
ManagementTeam
Support: Finance, IT,HR,QA, …. Support
Owner
© The Delos Partnership 2007 page 30
Senior Team ReviewSenior Team Review
• Strategic direction •Update on Projects/Demand and supply•Latest Financial Forecast• Issues requiring resolution• Performance Measures
• Decisions on issues• Actions to meet plan• Agreed changes to strategic direction• Revised annual plan• Proposals for improving process
Inputs Outputs
Agenda
1. Current Plan versus Business Plan2. Plan versus last plan
(volume/value)2. Strategic Review [1/quarter]3. Assumptions on which plan is based4. Issues for Resolution5. Performance measures6. Review of IEL process against
assessment criteria
Agenda
1. Current Plan versus Business Plan2. Plan versus last plan
(volume/value)2. Strategic Review [1/quarter]3. Assumptions on which plan is based4. Issues for Resolution5. Performance measures6. Review of IEL process against
assessment criteria
© The Delos Partnership 2007 page 31
Framework for Process ReviewFramework for Process ReviewProcess Name : Process owner :Process Name : Process owner :
Inputs:Inputs: Purpose:Purpose: Outputs:Outputs:
People:People: Culture/Behaviour:Culture/Behaviour: Measures:Measures:
System/module:System/module: Requirements:Requirements: Expected Actions:Expected Actions:
Link to other processes :Link to other processes :
© The Delos Partnership 2007 page 32
The Delos ModelThe Delos ModelFor Business Integration For Business Integration
InnovationInnovation
VisionVision
StrategyStrategy
PrioritisationPrioritisation
DemandDemand
SupportSupport
SupplySupply
© The Delos Partnership 2007 page 33
Integrated Enterprise LeadershipIntegrated Enterprise Leadership
1. Formal process leading to effective decisions2. Facts rather than opinions3. Organised common-sense4. Long-term rather than short-termist5. Performance measurement based rather than “making it”
against the budget6. Ownership and responsibility for the numbers7. A Rolling financial plan – giving time to adjust rather than panic
at year end8. Team-based decision making based on common goals and
objectives9. Strategy set and communicated and delivered10. Requires democracy for the planning phase, and adherence to
plan for the execution phase
© The Delos Partnership 2007 page 34
Prerequisites for successful processPrerequisites for successful process
1. Common agreed process2. Prepared agendas3. Right attendees4. Focussed discussion5. Actions identified and being taken6. Honesty and realism throughout7. Elimination of other meetings8. Commitment to formal process9. Commitment to follow the plan10. If you can’t do it say so – Silence is approval.
© The Delos Partnership 2007 page 35
Typical BarriersTypical Barriers
1. Data not available
2. Geography
3. “My calendar is already overloaded”
4. Poor meeting discipline
5. “Lack of time”
6. We are an entrepreneurial organisation
© The Delos Partnership 2007 page 36
Typical solutionsTypical solutions
1. Start with Pilot information2. Plan ahead with meeting calendar3. Allow time between meetings for preparation4. If you don’t need a meeting don’t have one5. Look for informal meeting time which is
wasted6. Recognise reality – a formal process allows
greater flexibility