The Great Product Owner: Strategic, Customer-Obsessed, and Vision-Driven
“The PO role in the team is strategic. These POs focus on the customer, outcomes, and strategy. They’re customer-obsessed and focus on the purpose and the why of the product.” – Karim Harbott
Karim believes the industry fundamentally misunderstands what a Product Owner should be. The great Product Owners he’s seen are strategic thinkers who are obsessed with the customer. They don’t just manage a backlog—they paint a vision for the product and help the entire team become customer-obsessed alongside them.
These POs focus relentlessly on outcomes rather than outputs, asking “why are we building this?” before diving into “what should we build?” They understand the purpose of the product and communicate it compellingly.
Karim references Amazon’s “working backwards” approach, where Product Owners start with the customer experience they want to create and work backwards to figure out what needs to be built. Great POs also embrace the framework of Desirability (what customers want), Viability (what makes business sense), Feasibility (what’s technically possible), and Usability (what’s easy to use). While the PO owns desirability and viability, they collaborate closely with designers on usability and technical teams on feasibility.
This is critical: software is a team sport, and great POs recognize that multiple roles share responsibility for delivery. Like David Marquet teaches, they empower the team to own decisions rather than dictating every detail. The result? Teams that understand the “why” and can innovate toward it autonomously.
Self-reflection Question: Does your Product Owner paint a compelling vision that inspires the team, or do they primarily manage a list of tasks?
The Bad Product Owner: The User Story Writer
“The user story writer PO thinks it’s their job to write full, long requirements documents, put it in JIRA, and assign it to the team. This is far away from what the PO role should be.” – Karim Harbott
The anti-pattern Karim sees most often is the “User Story Writer” Product Owner. These POs believe their job is to write detailed requirements documents, load them into JIRA, and assign them to the team. It’s essentially waterfall disguised as Agile—treating user stories like mini-specifications rather than conversation starters. This approach completely misses the collaborative nature of product development.
Instead of engaging the team in understanding customer needs and co-creating solutions, these POs hand down fully-formed requirements and expect the team to execute without question. The problem is that this removes the team’s ownership and creativity. When POs act as the sole source of product knowledge, they become bottlenecks.
The team can’t make smart tradeoffs or innovate because they don’t understand the underlying customer problems or business context. Using the Desirability-Viability-Feasibility-Usability framework, bad POs try to own all four dimensions themselves instead of recognizing that designers, developers, and other roles bring essential perspectives. The result is disengaged teams, slow delivery, and products that miss the mark because they were built to specifications rather than shaped by collaborative discovery. Software is a team sport—but the User Story Writer PO forgets to put the team on the field.
Self-reflection Question: Is your Product Owner engaging the team in collaborative discovery, or just handing down requirements to be implemented?
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About Karim Harbott
Karim is a consultant, trainer, and non-executive director. He bridges the gap between strategy, business agility, digital transformation, innovation, AI, and board governance. He is a Certified Scrum Trainer, and is the author of The 6 Enablers of Business Agility.
You can link with Karim Harbott on LinkedIn.
