These reflections are based on a recent experience, not as a PO, but as client/end user. Since I'm also serving as a Tech Product Owner for another project, I tried to put myself in the shoes here to better understand how, as a client, I can support the process and acknowledge that not all of my requests can be addressed or accepted. This shift in mindset allowed me to see the challenges of the job in a different light.
The role of a Product Owner, or PO, is often seen as exciting and strategic. But behind the glamorous façade of being the "product visionary" lies a less comfortable reality: constantly juggling multiple, sometimes conflicting expectations while maintaining a clear direction.
Managing user expectations: A delicate balance
Users express a wide range of needs, sometimes urgent, often legitimate. The PO must listen, understand, and translate these requests into backlog priorities. But it doesn't happen often that it's feasible to satisfy everyone in the short term.
- On one hand, there are users who expect immediate improvements to make their daily lives easier.
- On the other, long-term strategic needs demand invisible investments (technical refactoring, reducing debt, scalability).
The dilemma is permanent: delivering short-term value without sacrificing the future.
Carrying a vision and making it tangible
The PO's main task is to define and share a clear vision for the product. But this vision can often feel abstract to those focused on day-to-day problems. Justifying why an important strategic feature must be accomplished before addressing a "practical" requirement is an exercise in pedagogy.
He must not only define the vision, but also make it understandable and inspiring. Otherwise, the vision risks being seen as a "theoretical plan" disconnected from reality.
Misunderstandings and dissatisfaction: An inescapable reality
Even with excellent communication, frustrations inevitably arise:
- Some users feel ignored.
- Delivery times seems to take too long.
- Prioritization decisions are perceived as unfair/untransparent.
The PO often stands on the front line of this dissatisfaction, sometimes accused of "not understanding the business". Yet these tensions are part of the role; they reflect the difficulty of reconciling multiple needs within limited constraints (time, budget, resources).
The Product Owner's attitude: When diplomacy meets conviction
To navigate these challenges, a PO must develop key qualities:
- Active listening to acknowledge frustrations.
- Empathy to individualize relations and avoid reducing discussions to a simple list of "pros" and "cons".
- Pedagogy to explain decisions and compromises.
- Conviction to stay the course, even under pressure.
Conclusion
Being a Product Owner means embracing the role of mediator, visionary, and sometimes even lightning rod, as necessary. The difficulty is real, but so is the richness of the role: transforming multiple, sometimes conflicting expectations into a product that carries meaning and delivers value, both today and tomorrow.
