I've spent the past two years working for one of the monolithic IT consulting firms. Communication overhead is something anyone attempting to understand enterprise software needs to grasp. Omnipresent meetings occur as an individual's defence mechanism. It is a mischaracterisation to treat it as a problem divorced from corporate structure, as they really are two sides to one coin.

Holding a meeting keeps a paper trail of your attempts to solve a problem and dilutes responsibility across all those involved. Hence, despite the fact that all participants likely sit within ten metres of each other a meeting will still be scheduled: complete with calendar invites, hour-length time blocks (as less would not look like the issue is being given sufficient credence) and the scheduling of follow-up meetings.

Additionally, enterprise projects do not consist of harmonious teams. Each team is akin to a project of its own: each with its own corporate structure, politics, budgets, risks and resources. I recently had a manager from one team demand I attend dual hour-long meetings per day for her team. I politely declined, stating that to do so my team would require an additional resource to cover this gap. This did not ingratiate me.