Impact of organizational structures on the product owner
Wondering if anyone might have ideas/thoughts to share regarding how different organizational structures, e.g., functional, matrix, divisional, flat, etc. might impact the product owner role. Granted, an organization's culture will play a big part in adapting to Scrum, its cross-functional and self-managing teams, but with that put aside how will these different structures potentially hinder, support, challenge, etc. what the product owner is intended to accomplish? If you have had any experience related to this, or just have some thoughts to share, I'd really like to hear them!
I'm not sure that the general organizational structure has as much impact as the specific organizational structure. And it's likely to be more than just the Product Owner, but also how the Scrum Master and various developers fit into the structure. What functional groups or divisions do they belong to? Is there a hierarchy between the people on the team? How many groups or divisions don't have representation on the team?
Wondering if anyone might have ideas/thoughts to share regarding how different organizational structures, e.g., functional, matrix, divisional, flat, etc. might impact the product owner role.
What are those structures designed to advance: project execution for example, or product value?
Most organizations I've come across treat the Product Owner role as a step above a Lead BA. Somebody in that position doesn't have a seat at the table and can't make decisions which can get things done. Ideally, a PO should be somebody at the VP-level but I don't see that happening.