I have found that SCRUM is used to allow everyone in the company to believe that the development team is at maximum productivity. It encourages conservative estimation, low-ambition projects, and generally business-friendly, highly measurable pace (with metrics that don't really matter but sound good).
If you have to resort to SCRUM, your company is probably already toxic (or else the last company your VP of Engineering worked at was toxic).
When you don't have good product/market fit, everything the development team builds looks like a miss (because it is) even if the technology works very well. Thus, good product management is crucial.
In the greater scheme of things it matters very little if every single features ships two months late. The most important thing is that the product gets closer and closer to the product/market fit bullseye.
SCRUM insulates developers from managers who would constantly change their mind and thrash the team around willy nilly, but it also insulates developers from the realities of the business.
With good product management, everyone buys into the challenge of product market fit, and everyone wants to apply the right blend of qualitative and quantitative approaches to build the right thing at the right time. SCRUM is fine if everyone is already cynical and there is widespread mistrust, but if you want real team cohesion it's a bad idea.