I agree with all of the points, but we should be careful not to automatically blame the organization, whilie assuming that the "problem" is never with the assumptions of Scrum.

E.g., "3. There is no way to deliver a potentially releasable increment of 'Done' product at the end of a sprint"

Willem-Jan does (thoughtfully) leave the door open to the possibility that it might be impractical for a single team to be able to deliver something on their own by the end of a sprint. I would contend that this is a complex issue, because it depends on:

a. The complexity of the product. Some products today have very deep stacks - e.g., embedded software that communicates with machine learning-based analytics that feed mobile and Web dashboards. Few teams can work across that entire stack.

b. The resources available to the company. Google has a lot more cash flow than most companies, so they can afford to build automated integration systems that most companies cannot. That enables their teams to bre more autonomous. But not everyone can do that.

So it depends. Willem-Jan is right about that. And he has introduced some thoughtful things to consider.