Earlier quoted context omitted.
Having had been on both sides of this coin, I agree a lot of managers mis-manage meetings. But then there's those engineers who don't show up to meetings and then a month later come to you with a "I don't know how we're deciding on some of these critical product features" and I don't know how to tell them its because they skipped some meetings where they could've been part of that discussion.
100% this. As some who’s regularly derided by his colleagues for “hating meetings”: I don’t “keep meetings to a minimum”, I “keep meetings to a benefit”. If I’ve called a meeting it’s because there’s a benefit to the instant vocal communication. If you’re not there, you’ve not attended the meeting, no matter which tools you use to record, transcribe or translate. Conversely, if I thought I didn’t need to be in a meet…
The only way you know that you didn't need to be at a meeting is to be at the meeting. Catch-22 is a fun game.
With dictation tools and analysis you can have meeting notes and then you or AI search for things that might affect you so you can reach out and correct the record.
Simply put in modern larger companies there is too much going on at any given time. Most companies of any size are made up many purchased companies and their applications that are kind of glued together into a corporate structure. You can blame culture rot on the participants, but most of the time they are being asked to do too much in a dysfunctional organization.