Let’s talk about alignment—not the car kind, the Scrum kind.
In the world of Scrum, we love to say that the Product Owner is accountable for maximizing the value of the product. But what we don’t say enough is how they actually do that. Spoiler: it’s not just by writing user stories and keeping the Product Backlog tidy, although those things don't hurt. A great Product Owner creates alignment—between strategy and execution, executives and developers, vision and reality.
Strategy? Meet Execution.
Executives define the company vision. They craft a business strategy—whether that’s cutting costs, going global, or launching a moon base (hey, you never know). That’s their job.
The Scrum Team builds working software. That’s their job.
So, who’s connecting the dots between the two?
You guessed it: the Product Owner.
The Product Owner makes sure that what the team is doing—the goals, the roadmap, the backlog—all supports the big-picture strategy. For example, if the executive team is laser-focused on reducing operational costs, the Product Owner isn’t prioritizing flashy features. They’re focusing on automation, efficiency, and simplification.
Wait… the Backlog Is a Strategy?
Yes. The backlog is the Product Owner’s strategy—made visible, item by item. And it’s more powerful than people realize.
The Product Vision paints the big picture: Where are we going?
The Product Goal gives us a landmark: What’s the next big thing we need to accomplish?
The Product Backlog is the step-by-step plan to get us there.
And the ordering of those backlog items? That’s not arbitrary. That’s the Product Owner saying: This is what matters most, right now, to help us reach our goal. And the ordering of the Product Backlog is how we get our goal, and it may take into account dependencies, quick wins, priority or return on investment.
One Company, Many Products, Lots of Alignment
In organizations with multiple products, there are often many products, and each one is owned by a Product Owner. Each one plays a crucial role in translating the executive strategy into a product-specific vision.
That’s right. Each Product Owner carries strategic weight. Their decisions shape how the company invests its time, talent, and resources. So no, they’re not just ticket-writers or roadmap keepers—they’re strategic business leaders.
The Alignment Chain (a.k.a. Why This All Matters)
Here’s how it all connects:
Executives define the company vision and business strategy.
The Product Owner ensures the product vision supports that strategy.
The Product Goal is a concrete milestone on the way to the vision.
The Product Backlog is a prioritized plan to reach the Product Goal.
The Scrum Team delivers value every Sprint, working toward the goal.
Alignment isn’t just a nice-to-have. It’s what keeps the team focused building the right thing, not just building things.
Final Thought: Be the Bridge
The Product Owner is the bridge between what the company needs and what the team builds. And being that bridge isn’t easy—but it’s powerful.
When alignment is strong, value flows. When it’s missing, even the best teams can veer off course.
So if you’re a Product Owner, remember: your job isn’t just to deliver—it’s to make sure what you deliver truly matters and that it is in alignment with the company's overall vision and strategy.
And that? That’s real, actionable strategy.