Why would you let yourself get so stuck in the minutia of SCRUM? Use the parts you need and not the parts that work against you.
The value usually listed first in the agile manifesto is "Individuals and interactions over processes and tools".
The value usually listed first in the agile manifesto is "Individuals and interactions over processes and tools".
If that means getting rid of rigid Scrum frameworks, so be it. Maybe you don’t need regularly scheduled planning meetings, for example, because on a given team the planning might happen in a more 1-1 manner, with irregular and specially scheduled sync meetings that just arise organically from whatever the team’s working on.
Maybe you find that estimating story points doesn’t actually correlate with any predictive efficacy for delivery or deadlines, and maybe you find estimating also doesn’t help identify assumptions or potential blockers. So then, just don’t waste time estimating in that particular case.
Any part of the workflow, ranging from what project issue tracker you want to use to what meetings you agree to have, should all be adjustable by the team to customize for what makes that team, in that situation, most productive.
It doesn’t matter if it’s Waterfall, Agile, Scrum, or just some totally made up, off the cuff meeting arrangement with no formal name and no industry of consultants behind it. Whatever works.
I agree with what you're saying, but Scrum says not to modify it. That's one of my problems with it.