In this episode, we refer to the importance of product ownership and empowerment in Scrum teams.
The Great Product Owner: The Empirical PO Who Navigated Like a Slalom Skier
“He had an idea of the outcomes he had to achieve, and the solution itself—though he had strong beliefs about it—he was incredibly open-minded to feedback from the engineering teams. Most of the innovation came from his engineering teams.” – Nigel Baker
The best Product Owner Nigel ever worked with operated with a startup mentality, even within a larger organization. This PO had a clear vision—not for a specific end solution, but for an end state of the world. He ran experiments, learned continuously, and had a remarkable ability to pivot smoothly during development.
Nigel compares him to a slalom skier: smoothly navigating from post to post, making it look natural rather than effortless. What made him extraordinary was his openness to feedback from engineering teams—most of the product’s innovation actually came from the engineers suggesting possibilities, and this PO would absorb those ideas and weave them into the direction.
The engineering teams felt secure because they trusted his judgment. He didn’t tell people to trust him—he demonstrated trustworthiness through consistent behavior. It was genuine servant leadership: not making a fuss about being in charge, but leading by showing new, cool, interesting behaviors that allowed everyone to follow naturally.
Self-reflection Question: Does your Product Owner have a vision for the end state of the world they’re trying to create, or are they locked into a specific solution?
The Bad Product Owner: The Powerless PO Who Can’t Say Yes or No
“Accountability requires ability. If they want you to take responsibility for this work, you have to have the ability to see that through. Without that, you’re a sacrificial lamb.” – Nigel Baker
Nigel has seen many PO anti-patterns, but the most damaging one is the powerless Product Owner—someone with all the skills of a business analyst but none of the authority to say yes or no. Commitments get made outside the team, direction can’t be changed within sprints, and the whole experience gets crushed.
Early in his career, POs were powerful but IT-ignorant business people—dangerous, but at least they had authority. Today’s anti-pattern is far worse: people playing the PO role without the O—the ownership. Nigel’s approach is direct: he uses the phrase “accountability requires ability” to help the PO understand their position, then traces up the organizational line to find the person who actually holds real power.
He reveals to that person that they are, in fact, the Product Owner—and 9 times out of 10, they immediately delegate the authority officially to someone, which is exactly what was needed. That official delegation transforms a sacrificial lamb into a genuine Product Owner with the power to steer.
Self-reflection Question: Does your Product Owner have genuine authority to make decisions, or are they a sacrificial lamb accountable for outcomes they can’t control?
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About Nigel Baker
Nigel Baker is a seasoned agile coach with a keen intellect, warm creativity, and thoughtful humour. With a career spanning software engineering, consultancy and global training, he inspires teams to thrive, not just perform. Outside work, he loves bold ideas, good conversation and a life well lived.
You can link with Nigel Baker on LinkedIn. You can also find Nigel at AgileBear.com.
