Limitations to our travel budgets as a result of increased cost consciousness have reduced the number of face to face reviews. In response to this we have seen the significant growth in the number of conference calls with associated NetMeeting or LiveMeeting visual or chart content. The value of the review can still be there, but the cost has been reduced.

As we look at other ways to continue to drive the cost out of the business and efficiency into it, we should start looking at both the content and the needs associated with the review itself.

If the business is on track and performance is within acceptable control boundaries, is a review even necessary? If only part of the business is off plan, does the entire business need to present? Are there other scheduled shorter interval reports that are in place designed to track performance that can be used?

The numbers of people and the associated man-hours spent at reviews are significant, but they are just the tip of the iceberg. The number people and associated man-hours spent preparing for and generating the information and presentations associated with the reviews are enormous.

We need to be rigorous in asking ourselves if each activity we are performing is providing value to the business. If our businesses are on plan, will standard interval activity and financial reports be sufficient? I would think they should be. How much time can be saved and returned to the actual running of the business if just one operations review can be avoided in a business year?

Please do not misunderstand me. I believe in the value of reviews, when they are called for, and have a defined and focused objective. We need to evolve the standard general review away from the usual progress report to management for the entire business, and transform it into a session designed to generate solutions to performance issues for those aspects of the business that are in fact off plan.

Controls and reports within the business should enable issues with performance, or deviations from the plan to be made visible before the review. The purpose of the review then changes from everyone reporting their issues, or lack of issues to reporting on the solution to the issue. Those aspects of the business that are not experiencing issues should not then be required to expend the resources on the creation of review materials. It becomes exception reporting instead of general reporting.

The result should be a shorter meeting with fewer presentations, and a greater focus on the exceptions to expected performance and the solutions to issues instead of the reporting of them. The time and effort that usually is expended on the preparation for the review can be reduced and the time returned to the business for greater value activities.