I think a lot of the frustrating things that happen at Enbridge are caused by the weird management structure. The ratio of few people who actually do work vs people leaders is wacky. Managing 3-4 people does fill an entire 8 hour day, so to try to justify their roles, first level people leaders spend most of their time meeting with each other - a lot of this being update meetings without any objective other than keeping each other informed. Then, when the few worker bees who aren't people leaders need someone to make a decision or give them direction, they have to wait a week to find a free time slot in their people leader's calendar and then another week for the people leader to find time to run the decision by their manager ... then the worker bee is told to make a power point to explain the decision to the director ...the people leader and manager take 2 weeks reviewing and wordsmithing the power point that took the worker bee 1 day to create. and then a month goes by trying to find time in the director's calendar. The director thinks there's something going in a different department that might impact the thing they've been asked to decide .... so they advise the manager to talk to that department. The manager assigns that to the front line people leader... and the front line people leader assigns it to the worker bee. More time goes by setting up meetings and having to reschedule them to accommodate the 15 people who've decided they need to be involved in this decision. When the decision is finally made, the people leaders get busy updating each other on the decision and letting everyone know on Yammer.
Completely on point post by @Yadh2kM-1don. Moved to top so more people could see it.