For my next book, Shorter: How The 4-Day Week Can Save the World (not the exact title necessarily), I talked a lot to companies about how they fit 5 days’ work into 4. All of them talk about getting meetings under control: making them shorter, corralling them into particular parts of the day (and never letting them escape), and making sure that the minimum viable number of people are there.
So I was interested to read about a new company / product, Clockwise, that is “using machine learning to make the calendars we already have work better.“ The basic idea is to use Clockwise to consolidate meeting times, so rather than have meetings scattered throughout everyone’s day, people can compress them into particular blocks of time, leaving them more “focus time”— that is, time to work uninterrupted on other tasks. As one of the investors explains,
Clockwise can figure out which meetings are movable (like weekly 1–1s) and which aren’t (like staff meetings), and can rework your weekly calendar to give you back time to think & time to work.
I’m not sure why some kinds of meetings aren’t movable (maybe they are only if everyone involved is using the product?), but it’s certainly an interesting approach. I would note a couple things, though.
First, most of the people I’ve interviewed talk both about improving meeting discipline— making them shorter, requiring agendas, etc.— and changing norms around interrupting other people. Focused time doesn’t just spring up like a jac-in-the-box; you have to make sure that people respect each other’s need for focus, and that you see your own good behavior as essential to the solution. (As traffic engineers say, you’re not in traffic, you are traffic; all that frustrated honking at everyone else who’s clogging up the roads while you’re rightfully trying to get somewhere obscures the fact that you’re part of the problem. Likewise, recognizing that everyone’s attention and time are valuable, and acting accordingly, is really important.)
If companies have shorter meetings, but the culture of the office says that it’s okay for people to interrupt each other a lot, you’re not going to get much improvement. You need to do both.
Second, while the animation shows meetings all migrating to the morning to reserve focus time in the afternoons, this runs counter to what everyone I’ve interviewed shoots for. All the companies that have migrated to 4-day weeks or 6-hour days reserve the mornings for focus time, and leave meetings until the afternoon (unless you’re in sales, and even then you try to get better control over your time). This is a small point, but given how many studies indicate that we’re more capable of focusing hard in the mornings, it might be good for people to have to override “afternoon meetings” as the default.
Finally, the other thing everyone does is make meetings a lot shorter. There’s no facility for this yet, but it would be an obvious thing to try to figure out how the system can learn enough about different types of meetings to suggest meetings lengths, rather than just default to 1 hour (which has become a default for reasons no one remembers any longer).
Anyway, it’s promising to see a company take this approach, and it’ll be interesting to see how it evolves.