lucix
coordination cost calculator

What does one fractional input cost at full attendance price?

Coordination is most of what meetings are — and most people in a coordination meeting are there to contribute one piece of information, at full attendance price. Put your numbers in below. Every figure is sourced or labeled as your assumption.

Wasted attendance / yr
$0
on cross-team goal coordination — attendees rate 61–71% of decision time as ineffectively used
Recovered by lucix Remaining waste Essential attendance
Coordination load$0
In-scope cost$0
Recovered$0
VP+ hrs back0
Net savings—enter lucix cost
ROI—
Payback—
Step 0 · Profile

Load a baseline

Pick a size band and a vertical to pre-fill the model. Sourced baselines (BLS-anchored rates; org shape bridged — see Sources & method below). Every field stays editable.

Company size
Vertical
Scenario
No baseline loaded — using the sourced defaults.
Step 1 · People & rates

Who's in the org

Headcount, loaded cost, and meeting hours per week by level. Rates are BLS-anchored; hrs/wk are sourced midpoints (sources conflict ~2× — see disclosure).

LevelCount$/hrMtg h/wk
Total meeting time / yr0 hrs
Step 2 · The coordination load

How much of it is coordination

From all meeting time down to the cross-team slice lucix works on — each cut labeled sourced or your assumption.

37%
Anchors: 37% (McKinsey 2019, decision-making, conservative floor) · 55% (Microsoft telemetry, all communication) · 58% (Asana, "work about work"). The high anchors measure broader constructs — treat as ceilings.
30%
The slice lucix works on — multi-party, cross-team decisions, not standups or 1:1s. No public benchmark exists; this is your assumption.
+30%
No direct benchmark; directional support from CEO time-use research (~30% of time is meeting-adjacent support work). Your assumption.
$
Coordination load / yr$0
Cross-team goal work / yr$0
Coordination staff / yr$0
Step 3 · The savings scenario

What changes with lucix

How many attendees are there for just one update — and what lucix hands back. Written answers are charged at 10 minutes per avoided hour.

50%
70%
20%
30%
Capacity returned to judgment work — not headcount. The cadence owner stops chasing answers; they don't disappear.
$
Wasted attendance / yr$0
Recovered by lucix / yr$0
The initiative calendar · unit economics

Your named-goal cadence — and what it hides

The initiative calendar everyone can see, priced per goal. The gap between this and the cross-team coordination load above is the sprawl — the ad-hoc majority, the cascade, the onward meetings.

Named-calendar cost / yr$0
Per goal / yr$0
One person, one goal0 → 0 hrs/yr
Share of cross-team goal work0%
The hours ledger

Hours obliged — before and after, by band

Cross-team coordination hours per person and per level, and what the current scenario settings hand back.

LevelPer person (hrs/yr)Band total todayWith lucixHours returned
Per-person = cross-team coordination hours for one person at that level (mtg hrs/wk × 46 working weeks × the Step 2 cuts, incl. prep). Reduction is applied uniformly across levels, net of the 10-minute written-answer charge. Coordination staff hours reflect the capacity-relief slider. FTE equivalents at 2,080 hrs/yr.
Sources & method

Model chain: level meeting hrs/wk × 46 working weeks × decision/planning share × cross-team goal share × (1 + prep) → the cross-team coordination load the savings scenario acts on. The full coordination load is shown as context so the model reconciles with observable calendar reality; only the cross-team slice is claimed.

Loaded-cost convention (disclosed): fully loaded = base annual salary × 1.4, grounded in BLS Employer Costs for Employee Compensation, March 2026 (private-industry benefits = 30.1% of total compensation, ≈43% of wages), divided by 2,080 hrs/yr. Excludes facilities/IT overhead — deliberately a floor. Base compensation anchored to BLS OEWS (May 2024/2025).

Coordination share (Tier 2, range): 37% — McKinsey Global Survey 2019 (n=1,259), average time on decision-making, the conservative floor · 55% — Microsoft Work Trend Index 2023 telemetry, share of time communicating · 58% — Asana Anatomy of Work 2022 (n=10,624), "work about work." The three anchors measure different constructs; the spread is definitional, not a confidence interval. The high anchors are ceilings.

Meeting hrs/wk by level (Tier 2, conflicting): defaults are midpoints across telemetry/survey sources that disagree by ~2× (IC ~8, managers ~12–16, executives ~19–23 at the high end; other panels materially lower). Editable for exactly that reason. Supporting: executives report 2+ days/wk in group meetings; CEO time-use research (peer-reviewed, multi-country) finds >50% of time in meetings.

Ineffectiveness context (Tier 2, not a multiplier): 61% of executives say most decision-making time is used ineffectively (McKinsey 2019); 71% of senior managers rate meetings unproductive (HBR 2017, n=182); ~31% of meeting hours deemed unnecessary by attendees (2022 survey, n=632). Shown as context; deliberately not multiplied into the math.

The cascade (single-case anchor): one weekly executive-committee meeting generated ~300,000 support person-hours/yr (~150 FTEs) in a published telemetry case across 17 large corporations — a ~43:1 support ratio. Cited as evidence the visible calendar understates load; not used as a population constant.

Tier-1 anchored: compensation layers (BLS OEWS + ECEC) · CEO time-use (peer-reviewed, Journal of Political Economy 2020, n=1,114 — dated, multi-country, directional) · the Chief-of-Staff coordination role (Zhou et al. 2024, Journal of Leadership & Organizational Studies).

Modeling bridges, not observed data: seniority headcount splits per size band · CoS count per band · ad-hoc meeting counts · the per-level shape of coordination share (only the org-wide range is sourced).

No public benchmark exists for: the cross-team goal share, named goals per year, prep/follow-up overhead, decision latency, the single-input attendance share, and the written-answer capture rate. Those stay as labeled assumptions you control — which is the point of this tool. Excluded by policy: the McKinsey "$250M" figure (a thought experiment in its primary source) and the "$37B wasted in meetings" lineage (apocryphal, 1989, unsourced).

Written-answer netting: every attendance-hour avoided is charged 10 minutes of response time (1/6), deducted from both recovered dollars and returned hours.