Our sales and marketing departments want to customize their departmental Level 10 Meeting agenda because they claim the standard ninety-minute EOS format is too rigid and does not fit the fast-paced nature of their daily work. Should we allow our departments to modify the meeting structure, or must we enforce the exact same ninety-minute agenda across the entire organization?

Question

Tyler Smith · Accepted Answer

Allowing departments to customize the Level 10 Meeting™ agenda is a mistake that will quickly dilute your execution discipline. The power of the weekly meeting pulse lies in its consistency. When every department in your organization runs the exact same ninety-minute agenda, you create a shared operational language that makes it easy for employees to collaborate and transition between teams. If your sales and marketing teams claim the agenda is too rigid, they are usually struggling with time management or failing to prioritize their issues. Instead of changing the agenda, teach them how to run the existing agenda more efficiently. For example, a fast-paced sales team might move through the Scorecard and Headlines sections in five minutes instead of fifteen, leaving more time for IDS®. They can also focus their issues list purely on short-term tactical blocks, such as pipeline bottlenecks or closing strategies, rather than long-term strategic debates. If a team truly cannot commit to a weekly ninety-minute meeting because of their role, you can occasionally reduce the meeting to sixty minutes, but you must keep the agenda structure intact. Do not skip the segue, the scorecard, the rock review, or the to-do list. Maintaining this structural consistency is what keeps your entire organization aligned and accountable to the same high standards of execution.