The document outlines the agenda and process for a quarterly strategy review meeting. The meeting aims to [1] review key performance indicators and department progress, [2] reflect on successes and challenges from the past quarter, and [3] plan objectives and initiatives for the next quarter. Reflection involves identifying major events, projects, surprises, struggles, and areas for improvement or new ideas. The meeting helps align resources, improve accountability, and ensure continuous progress on organizational strategy.

1. Quarterly Strategy Review Meeting

2. Benefits of Strategy Review Meeting
1. Providing a focused forum to identify winning and
struggling areas or departments within your organization.
2. Helping departments work collaboratively
3. Improving transparency and accountability.
4. Aligning resources and making informed budget decisions.

3. Two Types of Review
1. Company/Department KPI with
traffic light system.
2. Reflection
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4. Define the Time and Audience
Block a time in the next four quarters for Quarterly Review
Meeting and Communication (Town Hall Meeting, All Hands
Meeting., Forum)
Quarterly Review Meeting
Mid April, Mid July, Mid October, Mid December
Quarterly Review Communication (Only for HR more than 10)
End April, End July, End October, End December

5. Prepare Data
• Provide one week to prepare accurate data (1st week of the new
quarter)
• Make attendance mandatory.
• Limit the number of participants.
• Update status indicators. Update green/yellow/red status
indicators for each measure and initiative.
• Provide data to support the status indicators

6. Meeting Tips
• Plan for at least 2 and up to 4 hours
• Use facilitation techniques. Don’t let the meeting agenda get derailed.
• Have a “parking lot” for issues that arise that may warrant further discussion
but are not appropriate for this meeting.
• Stick to the agenda at all times if possible. Try to adjust for a future meeting, but
not the current meeting.
• Encourage people to speak up. Make sure they know that this is not meant to
be punitive, but a collaborative process driving a continuous dialogue.
• Do a “pulse check” every so often. Are we going to make a decision
now, or should we have a separate meeting?
• Someone should always be jotting things down. You need to be
capturing action items, recommendations, and decisions during the
meeting

7. Agenda
• Welcome and connect (optional)
• Review Agenda
• Review Status of the Strategy
• Reflection Session: Insights and Action Plan
• Plan the Next Quarter: Date and Venue
• Confirm the Action Plan
• Close

8. Welcome and Connect (optional)
• Purpose: Check in and share goals.|
Outcomes: Everyone’s past quarter insights
List of goals for the planning session
Duration 5 minutes for the opening
+ 3 minutes per person for sharing insights
Optional
• The team goes around the room and takes turns sharing:
• A top victory from the past quarter, or,
• 2 or 3 highlights from their team, or,
• 1 or 2 key learnings.

9. 9
Review Department’s KPIs

10. Review Agenda
• Purpose: Review agenda
Outcome: Finalized agenda
Duration: 10 minutes
Instructions
Go over the agenda as a group, and update it if necessary.
During the review, check for these things:
Do the times work for everyone?
Anything to add?

11. Review the Status of the Strategy
• Purpose: Reconnect with the strategy
Outcome: Everyone knows the existing strategy
Duration: 60-120 minutes
• Instructions
This agenda item devotes time to review the progress status of your
organization’s quarterly strategy plan.
.

12. Review the Status
• Spend 60 -120 minutes reviewing the high level metrics for the past one
quarters.
• Notice which items exceeded expectations, and which fell short.
• Request the KPI owner to update their progress status:
1. Please update your progress status? Is it Yellow, red or green?
Any challenges you are facing? (Red) Any Support you need? (Yellow)
Any good practices to share? (Green)
2. What is your next step of action? (red and Yellow)
Record the action plan and confirm before the end of the meeting

13. Quarterly Review (1)
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HR Department
HR Strategic Plan 2021
Objectives Measurement Target Initiative Q1 Action Plan
Finance: Plan Actual
F1. Cost Medical Cost 10% saving F1.1 Great Eastern 10% 6%
F2. Saving Electricity and Aircon 5% F.2.1 TNB 5% 1%
F3. Earning Training Income RM25,000 F.3.1 Berjaya
Learning
RM5,000 RM6,000
2. Customers Plan Actual
C1. Business Units
C2.Employees
C3 Vendors
3. Internal Process Plan Actual
I1. Recruitment
I2. Training and
Development
I3. Performance
Management
4. Learning and Growth Plan Action
L1. Learning Hours

14. Quarterly review 2
RED Achieve below 50%
Any challenges you are facing?
YELLOW Achieve from 51% to 99%
Any Support you need?
GREEN Achieve of 100% and more
Any good practices to share?

15. Action Plan
HR Department
HR Strategic Plan 2021
Objectives Measurement Target Initiative Q1 Action Plan
Finance: Plan Actual
F1. Cost Medical Cost 10% saving F1.1 Great Eastern 10% 6% review clinic selection
F2. Saving Electricity and Aircon 5% F.2.1 TNB 5% 1% change cost saving devices
F3. Earning Training Income RM25,000 F.3.1 Berjaya
Learning
RM5,000 RM6,000 Conducted six training programs
instead of four training programs
2. Customers Plan Actual
C1. Business Units
C2.Employees
C3 Vendors
3. Internal Process
Plan Actual
I1. Recruitment
I2. Training and
Development
I3. Performance
Management
4. Learning and
Growth Plan Action
L1. Learning Hours
L2. Leadership

16. 16
Reflection

17. Reflection – First Method
• Objective
• Key Events - What major events happened in the
last quarter?
• Major Projects – Any new, completed or on-going
projects that are not stated in the plan
• Reflective
• Big Surprises – Are there any surprises?
• Joy and Fun – Are there any moments of joy or fun?
• Proud– Are there anything we should be proud of as
a department or as a company?
• Struggles – Are there any moments of struggle?
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18. • Interpretative
• Well – What went well?
• Positive Development – Are there any positive
development?
• Development Needed – Are there any areas we
need to develop further?
• Ideas – Are there any areas we need fresh ideas?
• Decision
• What do we want to do differently in next quarter?
• What do we want to do next?
• What do we want to Start/Stop/Continue doing?
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Reflection – First Method

19. Reflection – Second Method
• About the Quarter in General
• Are you proud of our finished work? If yes, what made it great? If
no, what was wrong or missing?
• Did we get the results we wanted and did it make an impact?
• What did you learn about working with our customers?
• What important decisions were made during this quarter?
• How well did we embody our values as an organization?
• What are some examples that show people either living or not living
our values?
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20. Reflection – Second Method
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Questions About What Worked
• What was the most gratifying or impactful result from the past quarter?
• What did we do well, that if we don’t discuss we might forget?
• What helps us to be successful as a team?
• Which of our methods or processes worked particularly well?
• Where did we get lucky? What can we do to ensure we succeed if we
aren’t so lucky next time?

21. Reflection – Second Method
Questions About Challenges
• What was the biggest impediment?
• What was painful but necessary?
• What’s still keeping you awake at night?
• What did we leave unresolved?
• What still puzzles you?

22. Reflection – Second Method
Questions About Take-Aways
• •What advice would you give yourself if you were to go back to the start of
the quarter? To the start of the year?
• What should we have learned from this quarter a year from now?
• Are there any lessons for you personally?
• What else could we do better next quarter?

23. Reflection – Second Method
Question About the Future
• What do we need to accomplish in the next quarter? Why?
• What difference will it make to individuals, and to the organization, if we
achieve these goals?
• What should our target numbers be next quarter? What targets would be
realistic? What targets should we set as a stretch goal?
• What do we need to do to better embody our values as an organization?
As a leadership team? As a department?