I’d also give some pushback based on scheduling: fixed meetings are a known quantity people can schedule around.

For coders and people with lives, knowing what their week looks like is critical to planning and stress management (ie in X work hours topic Y will be landed, I have X - 2 hours to have my facts in line; daily 9:15 meeting ends at 9:30, everything after 9:30 is a predictable block I manage).

Now, to the issues and whattabout’s that implies:

1) bruuuuutal meeting discipline: off topic gets killed, new topics insta-popped onto next agenda, scripts of expected responses prepared and shared (“we are green, need approval by X”). Stand if ya gotta, chess-clock if ya gotta, bring in a non-teammate for secretary duties as needed. Meetings are not gab sessions.

2) if that agenda isn’t lava hot with everyone actively getting something, W-O-W, end the meeting. Split off, 1-on-1, task-group it. Fixed project meetings are to make manager-me not have to chase anyone or anything, we are racing to get that done ASAP and the second we’re done it’s time to get the fu… <ahem> grab a coffee, and return to the activities everyone is being paid for. Gab sessions naturally follow, as needed, dynamically adapting to needs and pressures.

Managers who manage meetings manage to meet without meetings managing them. Manage time or time will manage you. The real MBA was the one inside you the entire time.

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.