Strategy reviews have a way of drifting into long meetings where everyone reports that things are broadly on track and nothing actually gets decided. A few small changes can turn them back into something useful.
Decide what the meeting is for
A review is for making decisions, not for sharing updates that could have been an email. Send the numbers and the status round beforehand, and protect the meeting itself for the choices that need a room.
Bring fewer numbers, but the right ones
A wall of metrics invites everyone to find the one that flatters their area. Agree in advance on the small set that genuinely reflects whether the strategy is working, and look hard at those.
Separate noise from signal
Not every dip is a problem and not every spike is a win. Spend your time on the changes that are large enough and persistent enough to mean something, and resist the urge to react to ordinary week-to-week wobble.
End with decisions, not status
Close every review with a short, explicit list: what you decided, who owns each action, and by when. If a review ends with everyone nodding and no one committing, it has not really happened.
A good review is short, honest, and ends with decisions you can name.
None of this requires a new framework or more reporting. It mostly requires the discipline to keep the meeting about choices, which is the one thing only the people in the room can do.