Pretty much almost every Silicon Valley VC funded company or startup I know are not using Agile/Scrum. My impression is Agile/Scrum is popular on consulting whe

Pretty much almost every Silicon Valley VC funded company or startup I know are not using Agile/Scrum. My impression is Agile/Scrum is popular on consulting where the software buyer is external and therefore it's somewhat a mystery what they want so you hedge the risk and in companies where engineering is considered more of a "cost" and not well understood than something that drives the whole business. Anecdotally, Coinbase and Airbnb didn't use Agile/Scrum and I never have interviewed in a company that mentioned that. Usually how it works that there the company knows what they want and there is some kind of roadmap of projects or experiments which are based on improving some kind of goal or metrics. Teams usually work in somewhat iterative phases, were you start with design, build the first prototype/mvp, test internally until you get to a stage to run an experiment with the users. During this time, your team meets every now and then, gets feedback from others and you do reviews with leadership. Then eventually if the experiment seems promising and the feature is good enough, it gets shipped. You can have sprints or not but no-one talks about or uses story points, retrospectives, planning pokers, product owners, user stories or other agile ceremonies. You have goal and project to accomplish, and then the management/leaderships tries to estimate with the team how long things will take. Pragmatic Engineer had article about this too: https://blog.pragmaticengineer.com/project-management-at-big-tech/ https://blog.pragmaticengineer.com/project-management-at-big...