There are many different structures. Sprints, standups and burning through backlogs to many of us sound like a non-productive setup. But it also can work, especially when coming from dysfunction. On the flip side it can also be abused.

One framework is autonomy, mastery, and purpose. If this is what drives people and helps them be productive then the manager's job is to give his team autonomy, facilitate them becoming masters, and explain the purpose of their work.

To the author's point re: tools. Autonomy should mean you don't force tools and processes on the team. In the real world however there are constraints and tools are used across teams and larger organizations for purposes that may not always perfectly align with the team's productivity goals. Like anything, judgement and balance are important.