The largest company I worked for was in the energy industry, and we didn't even have quarterly shipping goals. I pretty much was handed some apps and told, "Handle these." I did well with that and ended up being handled a collection of tech platforms, then left alone to handle them. I then was thrown a team to help out, and my manager would walk by once every couple weeks, let me know what larger goals needed to be hit. That was the entire extent of our "process".

It wasn't that I had some big title and leadership role. That was just how little the process mattered to leadership. Every engineer on the team had their own little empire to run. I, and everyone else on that team, got good reviews not because of any metrics we hit, but because we could handle being thrown a system and just run with it, so the leadership never had to get into the weeds.

We did have formal change control processes - a tedious weekly meeting where we'd all go over what changes were going in to be sure we didn't step on each other. So it was a mix of utter freedom with one painful touchpoint each week. Not a bad price to pay, honestly.

All that being said, I disagree that Scrum or other Agile processes don't exist in large companies. They do. Some people like them. I personally don't mind Kanban, but detest Scrum. But when you are allowed to control your own process, there is no telling what people will choose to do.