From what I've seen those people are leaned on to continue to give management a sense of purpose. They need to organize lots and lots of video meetings with lots of unwanted participants showing up.
My take here (as a T.PgM) is that I really see my role as doing the opposite of what you describe. We really do try to think quite a bit about if a meeting is necessary, can it be moved to async communications (whitepaper, email, ticket, slack conversation, etc.), and most certainly who are the minimum possible amount of people needed to resolve a given issue.
And this is certainly not to be directly contrary to your post -- which does raise a great point. In fact, it is many peoples' (warranted) criticism of and aversion to pointless meetings that helps me and my colleagues keep minimizing communication and coordination overhead at top of mind.
And everyone's interests tend to dovetail in this regard when these things are done well anyway: folks spend their time in meetings sparingly and efficiently, which in turn speeds up and makes more efficient the project/launch/program/whatever.
And this is certainly not to be directly contrary to your post -- which does raise a great point. In fact, it is many peoples' (warranted) criticism of and aversion to pointless meetings that helps me and my colleagues keep minimizing communication and coordination overhead at top of mind.
And everyone's interests tend to dovetail in this regard when these things are done well anyway: folks spend their time in meetings sparingly and efficiently, which in turn speeds up and makes more efficient the project/launch/program/whatever.