> I believe you. I don’t need the details. Tell me what we're changing.

Yeah, for me in these situations it’s often about messaging to stakeholders, and so management in general feels like the problem has been addressed. I do think there’s one important thing missing from the final statement of the post, that he sort of covered briefly when talking about too much process, and that is what is the tradeoff/cost of implementing the change we’re making. Engineering is fundamentally about tradeoffs, and any significant proposed change requires some tradeoff and all too often I see management not asking about this explicitly. I’ve had enough once in a blue moon errors have retros, where the team decided it made no sense to make changes, and others, where the cost was high enough it was worth increasing workflow headaches. I think these tradeoffs being explicit are important at the director and above level, since there are potential real impacts to the team, and that is the level to deal with morale or headcount pressures due to changes to processes.

The meeting was about the SVP teaching the team that incidents happen, what's important is to prevent the same issue from occuring again.

The fact the author had never been in a call with the SVP implies incidents that happened before were explained in details, without much process change.