Acute meeting is often pointed out as a major brake on productivity. Between the impression of wasting time speaking to say nothing and the constraints of agenda that paralyze the progress of projects, some leaders consider purely and simply to ban meetings, or at least to reduce them drastically. Several French companies have made this choice, arguing that more flexible organization and more autonomy can boost both the efficiency and satisfaction of employees. But is this strategy of companies that earn by removing meetings really winning in the long term?
The example of “zero meeting”: an ideal difficult to reach
Some tricolor start-ups, such as Alan (health insurance) or Shine (banking solution for freelancers), have experienced a work culture based on digital processes and reinforced autonomy since their beginnings. The idea: limit collective synchronization points to only really strategic moments and favor written communication via collaborative platforms (Slack, notion, etc.). This operation, often presented as “zero meeting”, aims to fluidify project management and to release the agenda of each.
However, even within these structures, reaching a model without any meeting remains illusory. Onboarding sessions, internal training or critical decision -making requires direct exchange. We therefore observe that the real change is due in the frequency and the duration of these meetings, now rarer and more targeted. In practice, the myth of “the company without meetings” is rather transformed into a minimalist organization, centered on the essentials.
A productivity lever for teams
The flagship argument of the abolition (or high reduction) of meetings lies in time earned by employees. Anact reports (National Agency for the Improvement of Working Conditions) emphasize that multiple non -prepared meetings are harmful to concentration and increase the risk of stress. By reducing the number of compulsory meetings, companies are betting on better individual work dynamics and increased autonomy to advance on files.
This logic benefits technological start-ups, where most of the profession is to code, design or analyze data, tasks that require a continuous “flow” state. At Payfit, specialist in payroll management, we practice for example “meeting-free days”, or days when no meeting is planned to allow teams to focus on their core business. Result: employees say they feel a drop in mental load and an increase in operational efficiency.
The risks of too asynchronous operation
However, this model without meetings also hides its pitfalls. Too much autonomy can generate a feeling of isolation, even confusion as to strategic priorities. Written exchanges, although practical to keep a trace, do not always replace the dynamics of a face-to-face dialogue or videoconferencing. Employees can get lost in an avalanche of Slack messages, without clarity on the information hierarchy.
Within Doctolib, a leading platform for medical appointments, cultivation of remote and asynchronous communication has grown in recent years. However, management has established weekly rituals to maintain cohesion: short meetings, objective oriented, and friendly moments (virtually or face -to -face). This mixed approach recognizes that eliminating any form of meeting can affect transparency and the feeling of belonging to a collective.
The keys to a successful “no meeting” approach
To make the most of the reduction in meetings, several principles emerge. First, each session must have a specific agenda and a defined objective: make a decision, share a project status, solve a blocking problem … Then, limit the duration makes it possible to keep the concentration of participants: 15 to 30 minutes are often enough, provided you avoid digressions.
In addition, team training in collaborative tools is crucial. If instant messaging and shared documents are not controlled, the flow of information can become chaotic. Many French companies, such as Manomano (specializing in online DIY), are there on internal guides and learning workshops to help everyone adopt good communication practices. Finally, the clear distribution of responsibilities and the emergence of team leaders facilitate the orientation of decisions without resorting to endless meetings.
Between myths and realities, a balance to find
If some boxes claim a “full no meeting” model, most recognize that it is more of a slogan than an absolute reality. The secret lies in a reasoned meeting policy: exit useless or too long meetings, make way for concise and punctual exchanges, which give priority to useful decisions and information. It is a permanent adjustment work, involving collective awareness on the added value of each meeting.
Basically, the real revolution concerns the evolution of corporate culture. To succeed in the bet of sobriety in meetings, you must establish confidence, delegate initiative and promote transparent communication at all levels. This hybrid model emerges more and more among French start-ups, but also in some more traditional SMEs in search of new management methods. The leaders see it as a way to enhance autonomy and creativity, while lightening an often saturated calendar.
Towards more responsible meetings
The total abolition of meetings remains rare and sometimes counterproductive. However, French actors demonstrate that these time -consuming rallies are effectively reducing to make way for a more flexible and more efficient organization. By relying on digital tools, on management that encourages confidence and on short and precise meeting formats, it is possible to accelerate decision -making and generate time for high added value missions.
Ultimately, the quest for “No Meeting” highlights the need to rethink our professional habits. Rather than multiplying meetings, it is a question of optimizing each exchange and favoring quality to quantity. For business leaders or entrepreneurs who wish to renew their operating mode, the issue is less to ban meetings than to make them a performance lever, serving a shared vision and collective progression.
