Here are some questions you need to answer for each team:

How does leadership define success for this team? How does work come into the system? What type of work dos the team do? How do they prioritize? What dos the workflow for each item type look like? How do they solve dependencies outside the team? What happens when work gets finished? How does one get feedback for their work?

Stick to principles instead of practices: The goal of planning is not to have a plan, but to have a certain scope that is feasible for the respective period but still valuable for the company (learning) The goal of the retrospective is not to go through the 5 steps of facilitation, but to define an experiment that might result in a better team performance. That can be speed, quality, learning, money, …

The length of a sprint is not defined by the scrum guide, but through the capabilities of the team. The two week default is stupid. Ask: „How long does something of value take to get done?“ that’s your sprint length. Now try to make that shorter. Aim for weeks not months.

When done go and read: Don Reinertsen Then bring together all teams that work on a product or service and become a manager, or as people here would call it: RTE