We All Hate Meetings—Here’s How to Make Them Work

Meetings aren't just a nuisance—they're a $870 billion productivity drain in the U.S., equivalent to 6% of GDP, according to Paul English, co-founder of Kayak and author of *The Meeting Book*. In a candid conversation with HBR IdeaCast hosts Adi Ignatius and Alison Beard, English argues that bad meetings aren’t just inefficient—they’re demoralizing, often driven by mid-level managers who equate meeting frequency with productivity. He reveals how Kayak turned meeting discipline into a competitive advantage: by limiting attendance, ending meetings early, banning PowerPoint, and assigning real ownership to junior team members. The real breakthrough? Meetings should be designed not just to decide, but to strengthen relationships and spark innovation. English warns that hybrid meetings fail when cameras are fixed on the room—everyone must be on their own laptop to feel equal. The most powerful intervention? CEOs should audit their calendars and use data to cancel half their meetings, as Booking.com’s CEO reportedly offered to pay for just such a tool. The episode ends with a call to action: measure meeting quality, train leaders, and treat meetings like strategic assets—not default rituals.