I can't help but make a few comments.
Management review is mandatory.
The required topics to cover are mandatory.
There is no requirement that management review be a meeting unless the organization says so in their procedures.
Management review doesn't need to be all at once. It can be spread out. If it is, it helps greatly if there is something somewhere that tells the auditor that is how you do it.
Record keeping is attached to management review. If you have a novel way of handling it, such as parts of it in other meetings or some sort of continuous method as Randy mentioned, you had better make sure there are good records for all of it. Are minutes or notes taken for the weekly meetings? In most cases, they are not.
As a practical matter, if you are expecting the other meetings to cover portions of management review, it would be a great idea to reference that in the management review records.
I go along with Andy's comments about management review being a top level "view from 30,000 feet" activity, and you are not going to accomplish that if you leave anything out.
My personal view on how to have an effective management review is that it starts with determining the state of the quality management system by covering the topics in 5.6.1 and 5.6.2, and then moving on to now that we better understand where we are, where do we want to go from here which is addressed with the topics in 5.6.3.
That is, you bring the best and the brightest in the company together where each of them has insight that others don't have. The discussion of the topics in 5.6.1 and 5.6.2 raises the awareness of all participants to an overall higher level. At that point, and only then, you are ready to come up with some pertinent and effective action items that are stated as improvements to you system, improvements in product, and what resources are needed to carry them out (5.6.3).
If you are doing less than this, you are only going through the motions and not really accomplishing much of any value.