At first blush, it seems that Scrum is based on radical concepts: Self-organization, incremental delivery, and a clear distinction between what and how and equally clear definitions of who is responsible for what.
Why is this a better approach for developing software? It turns out, there are three key success factors to solving complex problems: Autonomy, Mastery and Purpose. Too much focus on success can be counter-productive. This video from Dan Pink explains why (BTW – you can turn on German subtitles – well translated!):
I think this video also hints at one role of management in Scrum culture: creating an environment where people can be creative, problems can be solved and new ideas can bear fruit. Google’s 20% or Atlassian’s ‘Fedex Days’ don’t arise out of a Sprint Contract, they arise out a management with a vision of a company becoming more competitive through the creativity of their staff. How motivated and creative are your staff?