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Frame the choice
Describe the question, available options, relevant evidence and unresolved issues. Keep the recommendation separate from the facts supporting it. Explain what would change the recommendation, including information not yet received. Limit the scope so the memo does not quietly authorise work beyond the discussion. A useful document can recommend a small test or further review instead of forcing a premature yes-or-no decision.
Record the consequence
State who decides, by when and what happens after each possible outcome. Include the owner of the first follow-up action. Keep the final decision and its reasoning attached to the memo so future colleagues understand the context. This is an internal operating discipline, not a substitute for professional review where one is needed. The best measure of the memo is whether people know what to do next without reconstructing the meeting from memory.
Put the guide to work
Keep the recommendation, decision and implementation status in separate fields. A proposal can be accepted without the work being completed, and a decision can change before implementation starts. Those distinctions help later readers understand whether the memo records an idea, an approval or an accomplished action.
Hypothetical example
An enterprise team is choosing whether to run a profile-sharing pilot. Its memo recommends a limited test with a defined user group and evaluation date. It does not imply approval for company-wide purchasing, allowing the pilot results to inform that later decision.
Make it practical.
Use this checklist as you read. Checks are not stored.Published by Tap Tap Go. Product availability and eligibility vary by programme and market. About our stories.
