Back in 2010, working at Symantec, the Product Owner role was still relatively new in the agile landscape. Scrum was being adopted by big tech companies, but it was often an adaptation of agile principles, not a textbook implementation. The role of a Product Owner was, in many cases, still evolving within traditional organisational structures that were rooted in waterfall practices.
At Symantec, much of the Product Owner’s work was defined by project timelines, requirements gathered upfront, and stakeholder management. My responsibilities included liaising with business units, understanding market needs, and working closely with engineering teams. The challenge was aligning stakeholder expectations in an environment where waterfall methodologies were the norm, and agile practices were only partially embraced.
One key aspect was the degree of formality and process. There were detailed requirement documents, lengthy sign-offs, and a focus on feature completeness rather than iterative improvement. We didn’t have the luxury of pivoting quickly based on changing user needs. Planning was heavily upfront, and flexibility was often limited by the rigid structures of the enterprise setting.
Fast forward to today, where I work as a Product Owner within an SMB, the differences are night and day. The evolution of agile practices, and specifically Scrum, has brought a radical transformation in how we approach product development. Working in an SMB brings a fresh set of opportunities, where the agility and speed of decision-making are central to our way of working.
One of the biggest changes is the emphasis on continuous iteration and direct customer feedback. In contrast to the enterprise environment, where processes often dictated the pace, today’s focus is on shipping value incrementally and adapting based on real-time user feedback. This means prioritisation is fluid—constantly evolving based on what delivers the most value to the customer. Instead of gathering requirements over months, we build, test, learn, and iterate.
In an SMB, resources are more constrained, and teams are often smaller. This requires the Product Owner to wear multiple hats, overlapping with project management or even marketing. I find myself diving deeper into backlog grooming, working closely with developers to solve issues directly, and ensuring that each sprint delivers customer value. This hands-on approach is much different from my time at Symantec, where my focus was on high-level product vision and stakeholder alignment.
Scrum’s Impact on the Product Owner Role
Scrum today is much more central to how the team functions compared to my time at Symantec. In 2010, Scrum was seen as an experiment by some teams—something that could complement existing processes. Today, Scrum is embedded deeply in the culture of product development, particularly within SMBs, which value the adaptability it brings.
Daily stand-ups, sprint reviews, and retrospectives are no longer just ceremonies—they’re the heartbeat of how we operate. As a Product Owner, I work to keep the backlog prioritised in alignment with our business goals, but I also ensure that the team’s velocity and morale are maintained. The emphasis on team empowerment and cross-functional collaboration has grown, and the Product Owner’s role now demands a delicate balance of leadership without micromanaging.
Furthermore, tools and technology have advanced significantly. In 2010, we relied on spreadsheets and traditional project management tools. Today, agile tools like Jira, combined with analytics dashboards, provide a level of visibility that enables more data-driven decision-making. This technology not only facilitates transparency but also helps in maintaining a dynamic roadmap that can adapt quickly to business changes.
The Shift in Stakeholder Engagement
Another evolution is in how stakeholders are engaged. At Symantec, managing stakeholders was about delivering on agreed-upon requirements, which often led to a long chain of approvals. The relationship was more formal, and change was harder to accommodate.
Now, in an SMB setting, stakeholder relationships are more collaborative. We can be more transparent about uncertainties, pivot when needed, and include stakeholders in sprint reviews for immediate feedback. This change in engagement style has made the role of a Product Owner more inclusive and communicative, which I find incredibly rewarding. The focus is on fostering a shared understanding rather than adhering strictly to predefined plans.
Challenges and Opportunities
While the Product Owner role has become more agile and collaborative, this also brings challenges—particularly in an SMB environment. Prioritisation is more challenging because there are so many competing demands, and fewer resources mean every decision has a bigger impact. However, this is where the evolution of the Product Owner role truly shines. It’s no longer about merely delivering features; it’s about understanding business needs, user value, and making those tough calls with conviction.
Working in an SMB also means that the impact of my decisions is felt immediately. This can be both a blessing and a challenge—failures are visible, but successes are equally celebrated. The closeness to the product, the team, and the customers gives a sense of ownership that I didn’t experience in the larger enterprise environment.
Final Thoughts
The evolution of the Product Owner role—from my time at Symantec in 2010 to now working with Scrum in an SMB—has been shaped by the growth of agile methodologies and the changing expectations of product teams. The role has shifted from being a requirement gatekeeper to an adaptive leader, focusing on customer value, iterative progress, and collaborative decision-making.
This journey has shown me that adaptability is the most important skill a Product Owner can have. Whether in a large enterprise or a nimble SMB, the ability to learn, adapt, and grow with your team is what makes this role both challenging and deeply rewarding.
