No, it isn't. I know the standard of engineers at FAANGs.
Having engineers better than the competent engineers that are responsible for the dreaded process at the FAANGs, MS, etc is hard. The review policies of big projects tend to have been hard learned, and dismissing them because "they're useless process" is a poor choice.
I'm speaking based on the experience of dozens of engineers, including ones from all of MFAANG, and a half dozen almost-FAANGs.
I think you're conflating whether a process is useful for the organization with whether it is useful for the engineers implementing it. Since processes have to be uniform, you need to either figure out how to retain someone that's been at the company for a decade to continue to work maintenance jobs, or you need to figure out how to keep the fresh grads that will replace them from breaking the world.
The right choice for the organization is to keep production stable, and the bus factor high.
The right choice for the engineer is to demand massive comp increases (comparable to startup acquisition windfalls), and also the abilty to stop working maintenance.
A lot of the best engineers I've worked with used to be in a FAANG. Almost none of them would consider going back. They universally cite broken processes as the reason they left.
Having engineers better than the competent engineers that are responsible for the dreaded process at the FAANGs, MS, etc is hard. The review policies of big projects tend to have been hard learned, and dismissing them because "they're useless process" is a poor choice.