Scrum Master Toolbox Podcast: Agile storytelling from the trenches From Spreadsheets to Discovery—Helping POs Make the Transition | Natalia Curusi
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"That person was not just a great product owner, but a great coach—he had excellent communication and stakeholder management skills, and he coached myself as a Scrum Master, showing me how product ownership should look like." - Natalia Curusi
Natalia worked with a Product Owner who embodied everything the role should be. He didn't come from a technical background, but he possessed exceptional domain knowledge, outstanding communication skills, and stakeholder management expertise you rarely find in one person. What made him truly remarkable was that he coached everyone around him, including Natalia as the Scrum Master.
He demonstrated full empowerment and ownership—making decisions himself rather than constantly escalating to higher management. When risks needed to be taken, he took them with courage and conviction. The team trusted him completely because he balanced business needs with team capacity, always understanding what they could realistically achieve. Over the past five years, this person has been promoted multiple times and now serves as a global director of product, still with the same company.
When Natalia thinks about what great product ownership looks like, she thinks of him—someone who combined technical understanding with coaching ability, took genuine ownership of outcomes, and empowered the team through clear vision and decisive leadership. These are exactly the skills that are hardest to find in the market, yet when you find them, the impact is transformative for the entire organization.
Self-reflection Question: Does your Product Owner take ownership and make decisions, or do they constantly escalate to higher management, preventing the team from moving forward with confidence?
The Bad Product Owner: Assigned Without Training, Support, or Willingness"She was a great subject matter expert with deep domain knowledge, but the organization assigned her the product owner role without her willingness, without training, and while she was already 80% loaded with other responsibilities." - Natalia Curusi
Natalia encountered a Product Owner anti-pattern that reveals a systemic organizational failure. The person was an exceptional subject matter expert with incredible domain knowledge, but when the organization decided to adopt Agile, they assigned her the PO role like sticking a label on a box—no training, no consent, no preparation. She was already working at 80% capacity on other responsibilities and had no understanding of what product ownership meant. Frustrated and overwhelmed, she approached the role from a command-and-control mindset. At the project start, she brought a massive spreadsheet of requirements, expecting the team to implement them sequentially.
The team tried a different approach, wanting to understand problems before discussing solutions, but the PO surprised everyone by re-introducing the spreadsheet in a later meeting—a clear sign of misalignment and broken trust. Natalia, recognizing this was a battle she couldn't win without organizational support, chose to manage the relationship rather than create open conflict. She worked to mediate between the PO's spreadsheet approach and the team's need for discovery and iterative development. The real anti-pattern wasn't the individual—it was the organization assigning critical roles without providing training, time, or psychological safety. This situation illustrates why product ownership fails: not from bad people, but from bad systems that set people up to fail.
Self-reflection Question: When you see a struggling Product Owner, are you addressing the individual's behavior or the systemic conditions that set them up to fail in the first place?
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About Natalia Curusi
With over 20 years in software delivery, Natalia Curusi is an expert in Agile Transformations, Delivery Optimisation, and Systems Thinking. As an Agile Coach at Endava, she leads Asia Pacific initiatives, driving business agility and continuous improvement while mentoring teams to build customer-centric, high-performing, and collaborative cultures.
You can link with Natalia Curusi on LinkedIn.
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