The week is the heartbeat of the method. An initiative is a multi-week story; the week is the chapter where one titled outcome gets made real and shown. Here is the whole cycle in one view.

One visual of the week

Four rituals frame the team’s week, in order:

• Week Planning opens the week. It sets what the Team will demo to the Product BoardProduct BoardTwo or more stakeholders who see the team's weekly demo and coach it — the human in the loop, with no single lead. by week’s end, blending every running initiative into one coherent plan.
• The Daily Check-inDaily Check-inA 15-minute daily ritual where the team surfaces reality and unknowns rather than reporting status. carries the week. Fifteen to thirty minutes, prepared asynchronously, where each person names the one thing they will figure out today.
• Collab time sits just after the Check-in. Optional, reserved by all, used by whoever needs to deep-dive on something the Check-in flagged.
• The Dry Run is optional. Roughly a day before the close, the Team rehearses its board presentation — often the first time it sees the week’s work as a whole.
• The Board Meeting closes the week. The Team shows real progress to the Product Board and gets feedback, guidance, and unblocking decisions.

Everything else hangs off that loop. The demo is the anchor: without a credible demo to aim at, the rest of the rhythm has nothing to plan towards.

Two quieter mechanics run through the same loop. Week Planning loads only about three-quarters of the Team’s capacity, leaving a margin for the unknownUncertaintyWhat the team does not yet know — sized and tracked deliberately rather than hidden inside estimates., because interruptions are reality and a fully packed week derails the moment one arrives. And every day the Check-in asks each person for the one thing they will figure out — a TFOThings to Figure OutEach person's one thing to figure out today, framed as a Why/How/What/When question that resolves into a Lesson Learned. that resolves into a Lesson Learned — so the week does not just produce a demo, it raises the Team’s Learning rateLearning rateThe speed at which a team turns uncertainty into knowledge — the method's true KPI, driven by the expectation→change→review loop..

Weeks don’t start on Monday

A week starts whenever the Team’s Week Planning runs and ends at its Board Meeting. A team might run Wednesday to Wednesday. The weekdays do not matter — the shape is what is constant: plan, check in daily, optionally rehearse, demo, repeat. Aligning to the Team’s real cadence beats forcing a calendar week.

Cross-team rituals on top

On top of each team’s week sit optional cross-team rituals that keep the wider organisation in context. They do not change the team-level shape; they sit above it.

• The Product Meetup — a company-wide rotation where each Initiative OwnerInitiative OwnerThe role accountable for keeping an initiative on track — owns the Initiative Document, the Approach, the team, and the board. shares actuals in a few minutes.
• The Product Management Meeting — alignment and shared lessons across initiatives.
• The Delivery & Data Meeting — what was delivered, and how it moved the metrics.