A quarterly strategy review is the leadership team stepping back from execution to ask whether the strategy is still right and still working. Unlike a backward-looking results review, it is forward-looking: the point is to test assumptions, adapt the plan, and realign before the next quarter rather than discovering drift at year end.
Run it once a quarter, after the period closes, as the strategic counterpart to your operating reviews. Where the monthly operating review and weekly business review ask whether the business is running well, the quarterly strategy review asks whether it is running toward the right destination.
Bring the leadership team and the owners of the strategic goals, six to twelve people. The room should be senior enough to change the plan and small enough to actually decide. Detailed execution belongs in other meetings; this one is about direction.
Open by restating the strategy so everyone shares context, then review progress on the strategic goals. The heart of the meeting is testing assumptions: the world the strategy was built for shifts, and a good review surfaces where reality has diverged from the plan. Decide what to adapt, reallocate resources to match, and close with a focused set of priorities and owners for the next quarter. The deliverable is a deliberately adjusted strategy, not just a progress report.
Keep your strategy adaptive. Run it in OrgTP and connect goals, assumptions, and next-quarter priorities across the year.
120 minutes total · 6 sections
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