I'm no SWE, so it might not be 100% applicable here.
As a manager, one of the your tasks are to make sure that your team knows why they are doing what they do. That way, when there is no time for lengthy discussions, they don't feel demoralized when you give them an order they disagree with.
Another task is, to make sure to get the best out of your team. That means to use the experience and knowledge of people as much as possible. Not doing that only drives down motivation.
What happened to me in the past, in a different domain, was somewhat similar to OP. I was explicietly hired because of my FANG background to imporve operations of a new business unit for a German unicorn. So that's what I started to do. Map processes, talk to the team, shadow them, identify issues and problems, work out KPIs and SOPs... the drill. Ony to be shit down by my manager at every turn "because we have 1,000s of proplems right now and nne are addressed by what you are doing". That sucked, it really did. My impression was, that they wanted FANG level withut putting the effort in. Just having someone with the right experience doesn't magicaly solve your problems.
In the above example, when time is critical, implement it. But hen have an pen discussion with your team about best practices, and maybe use whatever solution your "bi-corp" people have in mind.
people usually can't articulate what they want and they always want to skip the hard bits. look to what they do rather than what they say and find a way to slowly pull them towards what they ought to want. it takes a long time but you can make things better under conditions like that.
As a manager, one of the your tasks are to make sure that your team knows why they are doing what they do. That way, when there is no time for lengthy discussions, they don't feel demoralized when you give them an order they disagree with.
Another task is, to make sure to get the best out of your team. That means to use the experience and knowledge of people as much as possible. Not doing that only drives down motivation.
What happened to me in the past, in a different domain, was somewhat similar to OP. I was explicietly hired because of my FANG background to imporve operations of a new business unit for a German unicorn. So that's what I started to do. Map processes, talk to the team, shadow them, identify issues and problems, work out KPIs and SOPs... the drill. Ony to be shit down by my manager at every turn "because we have 1,000s of proplems right now and nne are addressed by what you are doing". That sucked, it really did. My impression was, that they wanted FANG level withut putting the effort in. Just having someone with the right experience doesn't magicaly solve your problems.
In the above example, when time is critical, implement it. But hen have an pen discussion with your team about best practices, and maybe use whatever solution your "bi-corp" people have in mind.