Post by Anding & Company

Meetings are an essential transformation tool and must be run well. Most transformations run on a meeting cadence that drains the team. The errors are familiar: meetings with no defined purpose (updates, decisions, and problem-solving mixed together); fluid participant lists; no clear owner for agenda, preparation, or follow-up; and meetings that simply repeat each other. Consequences follow – missed timelines, unaddressed critical issues, and erosion of trust. Anarchy creeps in. "If no one has anything to add, let me table my agenda." "If meetings don't move things forward, only call me when there's an update." The strongest performers absorb the gap, until they cannot. Every meeting needs a purpose, an owner, and a format. The Program Director sets the cadence, agenda, and participants at project onset – in line with the workstream logic and key work packages. Each meeting has a defined purpose (problem-solving vs. update vs. steering), an owner, and a format that fits (whiteboard workshop, hands-on tool testing, Excel-based progress tracking). Our default rhythm: a weekly problem-solving meeting per workstream, a weekly cross-workstream alignment, and a weekly SteerCo with management. For complex topics, Campus Mode can be temporarily reinstated. Then enforce the discipline week after week – stick to the agenda, prepare decision sheets, document next steps, and follow up. These basics sustain transparency and team climate. Read full paper here: https://bit.ly/TrafoPE #PrivateEquity #Mittelstand #Transformation #ChangeManagement #OperationalExcellence #PostMergerIntegration