I was a tech manager for 25 years.
One of my basic policies was "no scheduled recurring meetings" (I'd think that scrum meetings count as those).
Meetings, for me, were "one-off" events, with focus on a particular, singular goal.
Of course, I worked for a Japanese company, so my policy didn't mean squat to the higher-ups. I had regularly-scheduled meetings; whether or not I wanted it. Many of these meetings were little more than "gab sessions," which was often a nice break from the grind, but had no other positive effect on the projects at hand.
Recently, on the project I'm developing, we had a problem, where the top brass allowed themselves to become complacent, and ignored my frequent status updates (I'm big on process transparency). This came to a head, one day, when they discovered that the product I was making, which had gradually reshaped to meet reality, had deviated from their original goals.
They decided on twice-weekly video meetings (usually only a half hour). This helped them to get a lot more involved. It does nothing at all, for me, but it does help me to keep the work I do "in their face."
As a result, they have changed their original goals, to meet the ground truth, and also has helped me to get important feedback from them.
The fact these meetings are short, and to the point, as well as just the two of us, helps a lot.