How Big Tech Runs Tech Projects and the Curious Absence of Scrum

Gergely Orosz's investigation into why Scrum is notably absent from Big Tech companies. Instead of rigid frameworks, these companies feature engineers leading projects directly (not dedicated project managers), teams free to choose methodologies, flexible approaches like 'plan, build, ship' or Kanban, and high engineer autonomy solving problems rather than completing assigned work. The organizational characteristics include transparent internal data, direct engineer-to-engineer communication, and first-class developer tooling (CI/CD, feature flags) that reduces process needs. Why no Scrum? As Orosz notes, 'Competent, autonomous people need less structure to produce reliable, high-quality output.' Heavyweight processes can slow innovation. Alternatives include rotating project lead roles among engineers, Technical Program Managers for complex multi-team projects, clear team ownership and mission, and prioritizing business problem-solving over methodology adherence. The philosophy: empower teams to choose their most effective working style rather than mandating universal frameworks.