It seems like every business is struggling with the concept of transformation. Large incumbents are trying to keep pace with digital upstarts, and even digital native companies born as disruptors…
We’ve all been part of a bloated weekly meeting. You know the one, with 20-plus attendees that’s been happening every week for years; where everyone attends because they’re supposed to, but no one gets much value out of it; where everyone multitasks or wishes they were somewhere else (or both). The sheer amount of time invested in these low-value interactions is a high-cost impediment to getting things done. So how do you fix it?
Not with a sweeping gesture or an edict from a CEO. That’s because meetings tend to be reinforced by norms and network effects – if one person attempts to fix it by, say, declaring that they will no longer attend meetings on Wednesdays, the overall system tends to reject the change. In other words, their colleagues will just continue to schedule meetings on Wednesdays.
This article was published onHARVARD BUSINESS REVIEW