And why does Lucid Meetings fit the description so well?
Way back in 1997 I decided to quit my high tech job and start an internet software company with a couple friends. But right off the bat I made a big mistake.
See, you think you're going to be building products and delivering services (okay, you are), but as a company founder and leader you're really building a business. And in particular you're building the foundations, processes, and systems that support the business over time. Of course we didn't quite realize that, so instead we mainly focused on building out our product development systems, with scant attention on the accompanying business support systems.
Because we hadn't really developed or standardized our communication architecture, people filled the gaps for themselves. One day we woke to discover we were rife with disjointed, informal systems—leading to pockets of isolated information that kept our teams in the dark and separated from each other in their own silos. A lot of that mess showed up in our meetings.
Through this tortuous experience we learned a very important lesson: our meetings were indeed "where the action is" — all the good, bad, or ugly in the organization showed up there. And once we had that idea firmly in mind we began to explore what it meant to develop a truly professional approach to meetings as part of a larger business communication plan.