Assemble the individual meetings into one coherent information-flow system, so coordination covers what the organization needs without overlap or gaps.
Coordination is not a pile of meetings; it is a designed rhythm in which the right information reaches the right people at the right interval. Lay out the surviving meetings as a single rhythm across intervals.
| Interval | Meeting | Purpose | Who is in it | What it coordinates |
|---|---|---|---|---|
| Daily | Tactical coordination | |||
| Weekly | Progress and blockers | |||
| Monthly | Review and adjust | |||
| Quarterly | Direction and priorities |
A healthy rhythm has a short frequent touch for tactical coordination, a periodic review for progress and blockers, and a longer-interval session for direction, each with a distinct job. No two meetings should cover the same ground with the same people; if they do, consolidate. No needed coordination should be missing; if something important has no home, design it and place it. The execution cadence from the completion work slots in here as the periodic progress-and-blockers review.
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