I probably said it before in a previous post, but the problem isn’t scrum/agile per se, it’s just a tool, the problem is the inexperienced PM who thought just because it was applied in their previous company or another big tech, then it must be the secret formula for success, that, or as OP said, abused by control freak managers to micro-manage the team more, like poor soul I know, they had meetings for meetings..

I remember one time got in several conflicts with a manager who -again- is trying to copy-cat all these shenanigans like standup and what not even though neither the work nor the team nature fits that type of work, first, I wrote him that wasn’t the best approach and better to use these tools, second I tried to communicate that face to face, third, I actually applied these tools I was suggesting in a project I am doing as a way to show an example how it’s done maybe that will convince him, unfortunately, nothing worked with him, it was “my wrong way or the highway” approach, he wasn’t even certified PM with no training and I was, had to leave them after delivering my project.