Well, yeah, that's what Scrum is. From the guide which takes maybe 10 minutes to read

Scrum Teams are cross-functional, meaning the members have all the skills necessary to create value each Sprint. They are also self-managing, meaning they internally decide who does what, when, and how.

That's not a throwaway sentence - it is fundamental to how scrum works and that is reinforced throughout the scrum guide.

Every conversation about Agile and/or Scrum being "the worst", after some prodding it turns out that their company has refused to read or implement one or several of the fundamental principles, often without even being aware that was an essential requirement. You're baking a cake and you decided to not use any butter, that's on you champ, don't blame the fucking recipe.

The biggest valid criticism of scrum is that the thing that makes it so great - its structural empowerment of individual teams - is also what makes it structurally incompatible with any traditional top-down management style. The company must fundamentally be (re-)organized to have a flat corporate structure within its R&D department - most are simply incapable of mustering the necessary changes, if only because too many middle managers' jobs are at stake. So they call their middle managers "POs" or "Scrum Masters" and wonder why their version of Scrum sucks.

This is what’s most important. Allow for experimentation!

What works well for one team might not work well for your team. What worked well for your team 1 year ago might no longer be what you need now.

My favorite approach to team processes was to work entirely alone and do everything by myself.