The question is not simply whether remote meetings are better than meetings in person. It is what the customer needs to understand, evaluate or agree at that point in the relationship.
Identify what needs to happen
A short clarification may need a quick call. A complicated project may involve competing priorities, several decision makers and material that people need to examine together. Decide the format after identifying that task, not before.
Consider who needs to participate and what might prevent them joining. A meeting in person can be useful for shared exploration, yet remote participation may give an essential specialist access to the discussion. The customer’s preference and practical constraints remain central.
Design the meeting, not just the invitation
Send a clear purpose and the decisions you hope to reach. If documents are needed, make them available in advance. During the conversation, distinguish what has been agreed from what still needs investigation. This preparation matters in either format.
For a remote discussion, check whether everyone can view the material and contribute comfortably. For a workshop in person, allow enough time for the real discussion rather than filling the agenda with presentation slides.
Make the next step explicit
A productive meeting should leave people with a usable record: the decision, unanswered questions, responsibilities and the next checkpoint. A warm conversation without that clarity can still create a difficult handover.
Rather than enforcing a fixed ratio of remote and in-person meetings, review where decisions become easier or stall. Ask participants what would improve the process. The best format for an initial briefing may differ from the best format for a later review.
Our brand strategy workshops begin with the decisions that need to be made. Let’s discuss the right format for your brief.
