Business
Treating Coordination Meetings as Productivity
In a product where components have no defined interface between them, coordination meetings are the primary signal of structural friction. Those meetings indicate that the product components need a better interface, not more time in the room.
The signal is the kind of meeting where both teams have to be present to get anything done: the same two teams showing up to ship small changes. A CEO who puts every engineer in every meeting without asking what the meetings are about is paying the coordination cost twice: once for the meeting, once for the architectural leak the meeting was supposed to cover.