I think it can feel pointless when it's just a few people or less. At that size it may just be easier and more effective to wing it, or keep a todo list.
However, when you start involving more people than you can talk to easily, the work starts to pull apart into an incoherent mess. For work to be well coordinated at scale, one person needs to be able to hand off to another person. One team needs to hand off to another team. If dependencies weren't done on time, you could have a whole specialized team that is missing what they need to be effective or on time.
At that larger scale you need something to keep track of who, what, when. JIRA, monday, spreadsheets --- in some ways it doesn't matter, but there needs to be management that did not exist and probably wasn't needed at the small scale.
The reality is that budgeting and roadmapping is roughly an annual process. At that time scale and with sufficient people scale, management will need to illustrate how they will be spending millions of dollars and the sequence of activities.
Gantt charts are often the defacto communication method because people from many skills backgrounds easily understand them.
Like I said, my experience is mostly in startups. YMMV.