I agree with some of what you say, but not all of it. Back when I first switched to a scrum master role, way back in 2013, I was pretty full on with prescribin

I agree with some of what you say, but not all of it. Back when I first switched to a scrum master role, way back in 2013, I was pretty full on with prescribing the purpose of certain ceremonies. The standup was for X, and the sprint planning was for Y, etc. We had built a successful business model around that back then so it wasn't necessarily being dogmatic about agile and scrum, but knowing our recipe for success and sticking to it, so we ran a tight ship that also allowed us to put our feet up and work more sustainably. I find myself in a similar leadership role now and, perhaps moreso due to us all working from home since the end of February, I've taken a completely different tack. I really appreciate what agile and scrum embody but after several years of doing it and getting comfortable with my own role in that dynamic, I've pretty much tossed the 'rules' out of the window and gone straight back to basics with the original manifesto. My team now does 'asynchronous standups' but we don't call them standups. If my team wants to jump on a call to chat, I'll be there, but otherwise, a quick check in when they come online and start their workday is more than enough. That could be at 7.30am or 12pm for all I care. It still performs the function of a standup, and it fits the purpose we've given it. I'm not really interested in selling proper scrum to my team the way I used to, now I'm far more keen to let them self-organise and let their work, their happiness, and their behaviour speak for itself. They always have the option to introduce more process if they want to.