In many organisations, meetings often become overly structured, rigidly timed, and narrowly focused on agenda items. While structure is necessary, sterile meetings miss one of the greatest opportunities that gatherings provide: the chance to filter perspectives and strengths from across the ecosystem of teams.
This is especially true in cross-functional meetings, where people from different departments, levels, entities and backgrounds come together. These meetings are not just about running through a checklist, they are platforms for information gathering, decision input, and the kind of exchange that enriches collective understanding.
Too often, the “Any Other Business (AOB)” slot in an agenda is treated as an afterthought. Yet, when encouraged and used well, it can be one of the most powerful tools for surfacing fresh insight. It creates space for voices that might otherwise go unheard, and for ideas or concerns that fall outside the formal structure but are still highly relevant.
Of course, meetings must have objectives. But objectives should not suffocate discussion. By over-orchestrating agendas, we risk missing out on additional intelligence, particularly in diverse groups where hierarchy and organisational levels mix. Allowing time and space for unstructured contributions can make the difference between a meeting that is sterile and one that is truly productive.
In short, meetings should be designed not just to manage time, but to maximise value. And value often lies in what was not initially planned for.
By Ani Charles Bassey-Eyo
