[Nathanba]

I think it seems tautological to us because it's obvious to us. But other people do not understand or care to understand or even care to think about it. You can see it in this very comment section that there are people swearing how amazingly helpful fixed standups supposedly are even on a whole org level. It's obviously absurd but they have different jobs and priorities, they don't have to understand the inner workings of the product and for them it's invisible that the meetings are almost entirely worthless for the actual workers. The meetings are helping them in their job and so it must be great for the org, that's how many people managers think.

[maccard]

I’ve been on both sides of this. Engineers who complain loudest about the waste of time from too many meetings will also complain the loudest about how they feel disconnected from the decisions and from the product IME.

[solatic]

Decisions rarely need to be made on-the-spot in synchronous meetings. You can have asynchronous approaches with shared documents and RFC processes, where you make everything available if people want to contribute to areas that they find interesting. This does not, of course, mean that decisions need to be made by committee, and people who provide feedback should understand that getting the privilege to provide input does not mean that they also get a veto.

It's quite rare to find companies that do this for the same reason it's quite rare to find companies willing to "do agile correctly" and really scope out work before sprints and not put additional work in the middle of a sprint. It takes too much effort and gives up too much flexibility for most managers to make the investment and see if it pays off.