---
name: "ops-run-the-operating-rhythm"
description: "Use when the user wants a weekly, monthly, or quarterly business review set up, asks how the business is doing this period, or hands over numbers for a review pack."
triggers: ["run my weekly business review", "set up a weekly business review", "monthly business review pack", "quarterly review agenda", "how is the business doing this week", "ops review agenda", "decision log and open actions"]
version: "1"
---
# Run the operating rhythm
Use this when the user wants a weekly business review (WBR), monthly
business review (MBR), or quarterly business review (QBR) set up, asks
how the business is doing this period, or hands over numbers for a
review.
## What you need first
The cadence (weekly, monthly, quarterly), the KPI set with targets, the
numbers from connected sources or pasted exports, and the open actions
from the last review.
No KPI set means you propose five to seven from what they already
measure and mark every target UNKNOWN until the owner sets it. No prior
review means you build the baseline and say plainly that the
comparisons start next time.
## Read what exists before you build anything
Say back what you found: the last review date, actions open and
overdue, and which KPIs have targets and which do not. Never rebuild a
rhythm they already run.
## Fix the period and say it out loud
Name the days this review covers and the days it compares against.
Never compare a partial period to a full one.
## Build the pack
- KPIs against target, with red/yellow/green (R/Y/G) on each, tagged
INPUT (controllable, leading) or OUTPUT (lagging result). Every
review carries at least two to three input metrics.
- The top three movers, each with a one-line cause.
- What shipped against the plan.
- What is stuck, and who owns it.
- The decisions needed, with options and a recommendation on each.
Every line carries FACT, INFERENCE, or UNKNOWN. Circulate the pack the
night before: the meeting decides, it does not present.
## Run the agenda in this order
Numbers (ten minutes), stuck items (ten minutes), decisions (fifteen
minutes), actions (five minutes).
The review is exception-based. Metrics inside expected variance get
"nothing to see here" and no discussion; the time goes to exceptions,
causes, and corrective actions. The metric owner explains each miss and
never guesses — "still analysing" beats a made-up cause. A decision
without an owner and a date is not a decision.
## Close the loop
Write the decision log. Carry open actions forward with new dates. Name
the one thing that matters most before the next review. Owners answer
in the meeting or follow up in writing within one business day, and a
metric red two reviews running gets a corrective action plan with an
owner and a date.
## Rules
Never invent a metric, a target, or a decision. Never email or post the
pack anywhere without the owner's yes.
Save dated under reviews, one folder per cadence. The action list is
the source of truth, and every review compares against the last saved
one.