Well, I think any agile methodologies are applied to solve some problems, no matter they are frameworks, methods, or engineering practices.

The first thing is help the team address what the problems are. If they don't identify the problems, any agile methodologies are meaningless since they don't know why they have to use it, and then just imitate the pattern but take no effect.

So does Scrum. I understand scrum masters might complain the organization does not emphasize the culture transformation. But it is really hard to change people's mindset in the beginning before they really think there are some critical hidden issues needed resolved.

Therefore I would recommend scrum masters not advocate how Scrum is wonderful as they get into a team. Instead, try to follow their working pattern to know how they usually work together, and build relationship with key man who is able to influence the team. Keeping communication with partners to know what problems they are facing, and accumulating their credits. Also, try to gain sponsorship from the management, this is a key to agile success. Then you are able to tell then what ceremonies/tools could help the team collaborate in a transparent, adaptive, and retrospective manner.

Scrum is great, but don't stick to its form.