(It's actually a Rugby term SG.)
In the context of "Ways of Working", "Scrum" is just a word.
It describes people coming together for an intense but brief period of collective activity, from which awareness of the overall team status is derived.
It's just a quick check in; attendance isn't compulsory; it's as much about checking in with your colleagues as the day gets underway.
It's a Many-to-Many Relationship.
Think about... Where each team member is going to be for the forthcoming day.
The team member knows, obviously. But at this stage: no-one else.
So the team member tells his TL/Scrum-Master that he is going to be WFH. Now, two people know.
Now that information has to be either pulled by other team members, from the guy (who is WFH) and his Scrum-Master; or pushed by the guy or his Scrum-Master.
Email? Well, can't guarantee when someone is going to read an Email, or even if...
"Where's Bob today?"
"Didn't you read your Email? He's WFH?"
"Oh, right. Thanks."
(Repeat until everyone who needs to know that Bob is WFH, knows that.)
Daily Scrum, which Bob dials into from home, and tells everyone at the same time: I'm WFH.
Now multiply that by all the other bits of info that fly around a team, and the efficiency gains of a daily Stand-Up are clear.
But as with all of these things, the DSU is just a tool. It might work OOB for a team; it might never work; or it might work with some tuning and customisation.
The trick is to have an Operational Philosophy; but not be dogmatic about it.
Introducing a new working concept is the same as introducing new staff, processes or plant.
You think it should work, but you'll give it a go and see. It might work, in which case stick with it; or it might not, in which case drop it.
By it's always advisable to not answer the question, "Did you try?", with a "No. I didn't think there was any point".