> My current company spends 4 out of 8 hours every day in meetings. Be the one in your organization to solve this problem. Start with your immediate team. Does

> My current company spends 4 out of 8 hours every day in meetings. Be the one in your organization to solve this problem. Start with your immediate team. Doesn't have to be this way. Some 0.02: 1. Sprint planning is slowed down by diving into technical details. Leave that for another time. 2. Retrospective doesn't need to be more than 15 minutes. Sometimes there is nothing to discuss. It may help to have participants populate an issue board before the meeting, so retro can focus on prioritizing and addressing. I use a mattermost channel called "Retro" where devs can add an issue they are having and all the other devs can vote with a thumbs up. Before retro I sort them from most thumbs up to least. Devs can reply to issues with a solution or an offer to help ahead of time so we don't have to discuss the issue in the meeting. 3. Don't let the backlog grow to big. Groom it regularly with tech lead and PO. 4. Maintain an open list where people can populate any "parking lot" items ahead of stand up. I use a mattermost channel called "Parking Lot" and I look at any chat items added on the day of standup. Devs can reply and sometimes solve issues before stand up. 5. Structure your stand up where everyone says: task # from jira/gitlab issues/etc they are working on, any open MRs that need to be merged in, and answer the question: do I have any impediments preventing me from working. The last item is a quick "yes I have impediments" or you don't say anything. Leave the details of the impediment to parking lot. Allow everyone to leave after the last member speaks. Anyone who has a vested interest in a parking lot item or impediment from another team member can stay.