For me it is exactly the other way around. I hated those weekly 3hr status meetings. Sometimes, I fell asleep. And I hated that all the specifications had to be upfront, without flexibility for the team or the stakeholder. Nothing was more counterproductive than implementing a solution, that when I knew half-way in that it was flawed.

With Scrum, if something bugs me, I bring it up. We do standups only if required (put a signal on the board). Meetings have a single goal and having it as a ritual (culture) helps to accept it. My team is not always the exact amount of people. People get sick or have holidays or just migrate into other teams. If my team needs a specialist for something, we bring someone on board for the required time. But we also try to share knowledge and not to specialize, because that would be a risk (sickness, holidays, termination etc). We also learned to break down requirements into stories that are small enough, so we can reason about it. We understand Scrum as a foundation that we can agree on. And if we disagree, we figure out how to change the boundaries of Scrum so we can move on.