You’re right, this problem is fundamental and cannot be solved by such a small change.
But I thought I ‘sow the seed’ here anyway…
Keep in mind that Scrum (and Agile) were developed by engineers to help engineers organise their work. They are thus engineering-centric (which is why the UX people laugh at Scrum and Agile…) and do not correctly take into account the need to actively manage the exchange of value between the user space and the company space.
We are constantly ignoring this problem which is right there in plain sight every day: for instance, how many Scrum teams invite users to dial into their Sprint Review to provide feedback on features that have been in production for several months?
It hardly ever happens. This is so easy to fix, but teams seem incapable of taking action. What is the Scrum Master doing to fix this clear impediment? Usually nothing.
I personally think we are at the point where we need to rethink and reimagine how we go about developing software products. We even need to go back to basics and clearly define what we mean by a ‘product’, what we mean by ‘value’, what value delivery means and how you can measure it.
Each of these are very complex topics and I think that one of the problems we have is that these words are used by us all every day - but we do not have an agreed understanding of what they really mean.
I’m in the early stages of developing a completely different model - let me know if you’d like to share thinking or even get involved.