Our latest whitepaper focuses on how to improve meetings, with a detailed look at how we worked with a U.S.-based biotech firm to analyze collaboration data and create a development program tailored to each team to improve their meeting habits.

The results speak for themselves — the company set up an action plan for its teams, increased employee satisfaction by 23%, and saved 244 years' worth of time

The issues with poor meeting culture are almost too numerous to count, but we all know so many of them by heart. No agenda, no action items, too many people, too many people with no stake in the meeting's outcome, wasted time, presenteeism — they are all part of poor meeting culture, but their effects are felt well beyond meetings.

In our case study, we note how the executive team was seeing lower performance from the operations department, and, during a board meeting, the VP of Operations suggested that many cross-functional teams were pulling his department into redundant meetings just to get his department’s approval.  

In another example, one in-house lawyer was frustrated that sales were involving them in too many meetings, which gave them zero value but allowed sales to create the aura of more authority in their customer meetings.

By analyzing and acting on collaboration data from Time is Ltd. the company was able to address core issues around its poor meeting culture and improve things across the board. That means more 1:1 meetings, fewer participants, and more focus from end-to-end.

Here on the blog, we've covered meeting culture a fair amount (here's a piece on the value of well-planned 1:1s and another about why you shouldn't be afraid to decline a meeting invitation), and there's a lot more coming. Navigating "The Great Resignation" will not be easy for any organization, but having a workable, transparent, and improved meeting culture is a good place to start.

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