Set a clear objective for each COO meeting (e.g., monthly operations review, quarterly strategic check‑in) so participants know what success looks like.

• Meeting cadence: weekly / monthly / quarterly
• Time‑box: 60–90 min (adjust based on agenda sections)
• Output: decisions logged, actions assigned, risks escalated

• Distribute the agenda & relevant reports 48 h in advance.
• Update your functional KPI dashboard so the latest numbers appear in the deck.
• Flag any critical risks that require COO sign‑off.

List the core operating leaders in attendance and their roles during the meeting:

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Highlight trends, variances, and root‑causes for the KPIs that the COO tracks:

1. Operational throughput
2. Service‑level compliance
3. Cost per unit
4. Customer satisfaction (CSAT/NPS)

For each strategic initiative, cover:

• Status: on track / at risk / off track
• Milestones achieved since last meeting
• Blockers needing escalation

Escalate issues that exceed team tolerances (budget, timeline, quality, compliance):

• Summarize impact & probability
• Recommend mitigation or decision required
• Assign an owner & deadline

Review capacity forecasts vs demand and decide on hiring, outsourcing, or reprioritizing work.

Document formal approvals (budgets, policy changes) in a decision log table for audit:

IDDecisionOwnerDateDL‑023Increase production line capacity by 15%COO2025‑06‑03

Capture each action with:

• Clear verb (e.g., Submit, Validate, Deploy)
• Single accountable owner
• Due date
• Status tracking (open / in progress / done)

Confirm:

1. Summary of key decisions (read back)
2. Date & focus of next COO meeting
3. Feedback round: rate usefulness on a 1‑5 scale & suggest improvements