> "advanced" is one way to think of it. "reality" might be another way
> to think of it. I think it's context. If you look at lean startups,
> you'll rarely find a "PO" role, but you'll find a lot of success. If
> you look into more traditional orgs that are trying to become more
> agile with scrum, you'll find that they try to pin somebody into the
> "PO" role. I've worked with dozens of Scrum teams now and I can count
> with the fingers on one hand where the product owner actually had a
> grip on the business requirements that the business and technical team
> expected. I think we're seeing this as yet another example how hard
> it is to walk into an organization and ask them to redefine roles
> apriori to adopting Agile development. Another example why I like
> Kanban with XP over Scrum.
That is a misunderstanding of the role of PO - the PO is simply responsible for the business outcomes. When I teach PO about the role I make it very clear they are accountable for the business results of the Team. With the accountability, they are also given a great deal of freedom and authority to prioritize and adjust the direction of the Team.
When I see the situation you describe, PO are not taking the role very seriously and\or accountability is weak in the organization. When I see people understand they are accountable, I see them partnering with other knowledgable people in the organization to get up to speed on the business requirements. What you describe is an organizational dysfunction, not a weakness of Scrum.