The biggest problem for corporate meetings and perhaps why there are so many of them, why they're so frequent, and why they're so long: * Meeting initiator fai

The biggest problem for corporate meetings and perhaps why there are so many of them, why they're so frequent, and why they're so long: * Meeting initiator fails to really consider if everyone on the invite list needs to be there. * Meeting initiator fails to consider if a meeting will have all the necessary people in attendance in order to have the meeting (and furthermore, what if a required attendee can't make it? Can you still have the meeting? If so, they probably didn't need to be there in the first place) * Meeting initiator does not have much of an agenda or firm outcome in mind when organizing the meeting (other than some topic or 2... i.e. "Discuss new feature X") * Meeting initiator and/or attendees don't take any notes at all and then don't distribute the notes to people who may want to be informed but simply did not need to be in attendance. There are other issues with why there are so many meetings, too, such as the structure of the organization and/or project being worked on, whether the culture of the company hinges on having "buy-in" from many different stakeholders, or a consistent "ask for permission" kind of culture. Also, a culture where people don't interact well between groups (marketing and engineering, product management and QA, and so on) or have poor relationships between these groups. Meetings serve as a more formal proxy in order to get people informed or consensus on things between disparate groups in the organization. These are additional factors that seem to play into the need for more meetings.