I can sort of go with this based on what Scrum\Agile seems to have become. Selling Agile coaching is a big business so they tend to sell a rigid format which is way different than how I saw Agile even 5 years ago. It wasn't about roles then but managers love roles and rituals because it is a recognizable structure. I can't believe what I have seen attempted to be shoehorned into Agile. It doesn't always work as it is sold these days. It does need to be adapted to local requirements.

I added business units (15 I think) to a large Windows Service backend for 8 years with no formal Agile procedures though I do see similarities. It always succeeded. We went to Agile... I got sent on my way. After six months of work, shoehorning it into their Agile JIRA form, I was one week from completion, if it was agreed that I would just do it and not worry about limits on story points per week. I heard that 3 months later they still didn't have it in production.

Keep in mind that Agile was a response to SW development documents being legal tomes. More flexibility was needed and software development is necessarily an exploratory process. The current common rigid practice of Agile can be just about as bad.