EXECUTIVE SERIES · ES-02
The Management Review happens once a year.
Management does not.
The Management Review happens once a year.
Management does not.
The Management Review happens
once a year. Management does not.
A four-hour working session for CEOs and Managing Directors on what the Management Review would have to deliver to be worth the executive time it consumes.
A four-hour working session for CEOs and Managing Directors on what the Management Review would have to deliver to be worth the executive time it consumes.
A four-hour working session for CEOs and Managing Directors on what the Management Review would have to deliver to be worth the executive time it consumes.
A meeting that is required, attended and documented, and still does not govern anything.
A meeting that is required, attended and documented, and still does not govern anything.
A meeting that is required, attended and documented, and still does not govern anything.
Every MedTech company holds a Management Review. It is scheduled, prepared, attended and minuted. The evidence exists, the audit passes, and the organisation moves on.
What often does not happen is management. The review reports what has already occurred, in a format designed to demonstrate that it occurred. Numbers are presented rather than questioned. Decisions are recorded rather than made. The people who prepared it know more about the organisation afterwards than the people who attended.
The standard describes an input, an output and a leadership responsibility. It does not describe a reporting meeting.
Every MedTech company holds a Management Review. It is scheduled, prepared, attended and minuted. The evidence exists, the audit passes, and the organisation moves on.
What often does not happen is management. The review reports what has already occurred, in a format designed to demonstrate that it occurred. Numbers are presented rather than questioned. Decisions are recorded rather than made. The people who prepared it know more about the organisation afterwards than the people who attended.
The standard describes an input, an output and a leadership responsibility. It does not describe a reporting meeting.
Every MedTech company holds a Management Review. It is scheduled, prepared, attended and minuted. The evidence exists, the audit passes, and the organisation moves on.
What often does not happen is management. The review reports what has already occurred, in a format designed to demonstrate that it occurred. Numbers are presented rather than questioned. Decisions are recorded rather than made. The people who prepared it know more about the organisation afterwards than the people who attended.
The standard describes an input, an output and a leadership responsibility. It does not describe a reporting meeting.
The question is not whether your Management Review is compliant. It is whether anything would change if it did not take place.
The question is not whether your Management Review is compliant. It is whether anything would change if it did not take place.
The question is not whether your Management Review is compliant. It is whether anything would change if it did not take place.
What we work on
What we work on
What we work on
What arrives, and in what condition.
What arrives, and in what condition.
What arrives, and in what condition.
A Management Review is only as good as what reaches it. Most inputs describe activity: how many, how long, how often. Very few describe direction. We work through what your review currently tells you, what it cannot tell you, and why a set of green indicators can sit on top of a deteriorating system without anyone lying.
A Management Review is only as good as what reaches it. Most inputs describe activity: how many, how long, how often. Very few describe direction. We work through what your review currently tells you, what it cannot tell you, and why a set of green indicators can sit on top of a deteriorating system without anyone lying.
A Management Review is only as good as what reaches it. Most inputs describe activity: how many, how long, how often. Very few describe direction. We work through what your review currently tells you, what it cannot tell you, and why a set of green indicators can sit on top of a deteriorating system without anyone lying.
Who is in the room, and who answers.
Who is in the room, and who answers.
Who is in the room, and who answers.
Preparation usually sits with Quality. Accountability does not. Where those two are not distinguished, the review becomes a presentation to leadership rather than a working session of leadership. We examine who prepares, who presents, who questions and who is answerable for what follows.
Preparation usually sits with Quality. Accountability does not. Where those two are not distinguished, the review becomes a presentation to leadership rather than a working session of leadership. We examine who prepares, who presents, who questions and who is answerable for what follows.
Preparation usually sits with Quality. Accountability does not. Where those two are not distinguished, the review becomes a presentation to leadership rather than a working session of leadership. We examine who prepares, who presents, who questions and who is answerable for what follows.
What happens afterwards.
What happens afterwards.
What happens afterwards.
A decision that is recorded is not the same as a decision that is made. We look at what left your last review, what happened to it, and what would have to be true for the review to change something rather than describe it.
A decision that is recorded is not the same as a decision that is made. We look at what left your last review, what happened to it, and what would have to be true for the review to change something rather than describe it.
A decision that is recorded is not the same as a decision that is made. We look at what left your last review, what happened to it, and what would have to be true for the review to change something rather than describe it.
What you leave with
What you leave with
What you leave with
A view of what your Management Review currently reports, and what it leaves invisible.
A way to distinguish inputs that describe activity from inputs that describe direction.
A clearer separation between who prepares the review and who is answerable for it.
One change to the next Management Review you hold.
A view of what your Management Review currently reports, and what it leaves invisible.
A way to distinguish inputs that describe activity from inputs that describe direction.
A clearer separation between who prepares the review and who is answerable for it.
One change to the next Management Review you hold.
A view of what your Management Review currently reports, and what it leaves invisible.
A way to distinguish inputs that describe activity from inputs that describe direction.
A clearer separation between who prepares the review and who is answerable
for it.
One change to the next Management Review you hold.
Not part of this session
Templates for Management Review agendas, minutes or input checklists, audit preparation or compliance interpretation. This is a working session about governance, not about the requirement.
Session details
Session details
Session details
This session is for executives who chair or attend the Management Review as the person answerable for the organisation. It works because everyone in the room carries the same kind of responsibility.
QA, RA, PRRCs, consultants and auditors are not part of this format.
This session is for executives who chair or attend the Management Review as the person answerable for the organisation. It works because everyone in the room carries the same kind of responsibility.
QA, RA, PRRCs, consultants and auditors are not part of this format.
This session is for executives who chair or attend the Management Review as the person answerable for the organisation. It works because everyone in the room carries the same kind of responsibility.
QA, RA, PRRCs, consultants and auditors are not part of this format.
Four hours
09:30 to 13:30 Zurich
08:30 to 12:30 London and Dublin
Maximum six participants.
Live online, camera on, no recording.
Confidential.
Facilitated conversation and structured reflection. No presentation, no certificate, no examination.
Four hours
09:30 to 13:30 Zurich
08:30 to 12:30 London and Dublin
Maximum six participants.
Live online, camera on, no recording.
Confidential.
Facilitated conversation and structured reflection. No presentation, no certificate, no examination.
Four hours
09:30 to 13:30 Zurich
08:30 to 12:30 London and Dublin
Maximum six participants.
Live online, camera on, no recording.
Confidential.
Facilitated conversation and structured reflection. No presentation, no certificate, no examination.
Price:
Price:
Price:
CHF 980 per seat
CHF 980 per seat
CHF 980 per seat
Next dates:
Next dates:
Next dates:
26 November 2026
16 March 2027
26 November 2026
16 March 2027
26 November 2026
16 March 2027
Request a seat
Write with the date you would like to attend. I will confirm availability, and the seat is held once the invoice has been settled.
Write with the date you would like to attend.
I will confirm availability, and the seat is held once the invoice has been settled.
Write with the date you would like to attend. I will confirm availability, and the seat is held once the invoice has been settled.
Seats are personal and non-transferable. Registration is binding once confirmed. One rescheduling is possible with at least seven days notice.