I’ve worked at two of the FAANGs, and some of my teams had daily stand ups and some didn’t. Some teams had stand ups but didn’t track points or velocity of any

I’ve worked at two of the FAANGs, and some of my teams had daily stand ups and some didn’t. Some teams had stand ups but didn’t track points or velocity of any kind. Others did. When we were working to disambiguate deliverables or working on design or implementation, stand ups were useful. They held everyone accountable, when folks weren’t making progress because of some issue, it was super obvious - it gave management a really good insight into where things are and what blockers are. Your characterization certainly doesn’t represent my experience. We went through phases of launching a products or services and focusing on them and then going back to pay off some of the tech debt until product management, engineers, and leadership arrived on the next set of big features.