The answer to this question is not straightforward. It depends on several factors: how narrowly we define the role, the stage of the product’s lifecycle, the organizational structure and culture, stakeholder expectations, as well as the experience and working style of the Product Owner themselves.

If we look at the formal definitions and guidelines provided by Scrum Alliance and the Scrum Guide, the Product Owner is responsible for maximizing product value and the work of the Scrum Team by clearly defining and managing the Product Backlog.

In practice, this means making daily decisions: what to build, in what order, and why.

The focus is on delivering value through iterations, close collaboration with the team, and continuous prioritization. Because of this, the Product Owner is often perceived as an operational role, someone who is “in the details,” closely involved with the team and day-to-day work.

However, this interpretation is quite narrow and literal. A few key questions quickly challenge this view:

How can a Product Owner maximize value without understanding the product vision?

How can they influence outcomes without having an impact on the product scope?

And ultimately, why is the role called “owner” if it does not involve making decisions about key aspects of the product?

The answers to these questions lead to a clear conclusion: the intention was never for the Product Owner to be purely an operational role. On the contrary, the role inherently includes activities that go beyond day-to-day operational tasks. Otherwise, the essence of the role itself would be called into question.

Therefore, a literal interpretation of definitions should only serve as a starting point. In real-world environments, the boundaries between operational, tactical, and strategic levels are not rigid—they overlap and shift depending on context.

Although Scrum defines Product Owner responsibilities in a relatively high-level manner (and should be understood as a framework rather than a detailed prescriptive method), how the role manifests in practice depends heavily on the organizational context. In other words, it is not just about the role itself, but also the environment in which it exists.

Here are the key factors that influence where the Product Owner sits:

In organizations that are still adopting Agile, Product Owners are typically focused on operational tasks: managing the backlog, writing user stories, and supporting the team.

As the organization matures, expectations increase, and Product Owners become more involved in decision-making and shaping the product direction.

Like any other role, Product Owners come with different levels of knowledge, experience, and personal traits. These factors, along with other circumstances, significantly influence how operational the role is.

Product Owners early in their careers, those who have recently changed industries, or those who tend to align easily with others rather than challenge the status quo, are more likely to focus on operational activities rather than strategic decision-making.

If product strategy ownership sits at higher levels of the organization (e.g., VP of Product, Head of Product) and is clearly defined, the Product Owner will primarily execute it, usually at an operational and tactical level.

If the strategy is not clearly defined, Product Owners are often expected to “fill the gap” and take on part of the strategic responsibility.

In companies where roles such as Product Manager or Head of Product exist, the strategic responsibilities are usually separated.

In smaller teams or startup environments, Product Owners often take on strategic decisions as well, due to the lack of clear role separation.

The closer a Product Owner is to users, data, and the market, the more likely they are to influence strategy.

If the focus is primarily on internal processes and team coordination, the role tends to remain mostly operational.

In some organizations, stakeholders see the Product Owner as someone who “delivers requirements.” In others, they are seen as a partner in decision-making.

This perception significantly affects how much room the Product Owner has for strategic contribution.

Although organizational context plays a major role, the Product Owner is not fully “trapped” in an operational mode.

There are clear steps that can help expand the role toward tactical and strategic levels. The key lies in a shift in focus – from asking what should be done to asking why we are doing it. This represents a fundamental mindset shift and requires a continuous focus on outcomes rather than outputs.

A Product Owner who wants to have strategic impact must understand the bigger picture: company goals, revenue drivers, the market, and competitors.

The backlog is a tool, but the decisions behind it come from business context.

Opinions alone are not enough. Using data about users, product performance, and market trends helps Product Owners build credibility in strategic discussions.

Instead of simply “receiving requests,” Product Owners should ask questions, propose solutions, and actively participate in shaping the product vision.

A strategic Product Owner is not just someone who delivers, but someone who collaborates with stakeholders in making decisions.

This requires proactive communication and clear, well-structured arguments.

The amount of delivered work is not the same as value.

Strategic Product Owners measure success by their impact on users and the business, not by the number of completed tasks.

The transition from an operational to a strategic role does not happen overnight. However, every Product Owner who starts thinking in terms of value, market impact, and long-term goals is already taking steps in that direction.

If you recognize yourself in this challenge, you are not alone.

Balancing operational, tactical, and strategic responsibilities as a Product Owner is not easy and largely depends on the context in which you work. There is no universal solution—only an approach that should be adapted to your specific situation.

At Agile Serbia, we work with individuals and teams on exactly these challenges through:

Certification courses	Team trainings	Product Owner mentoring programs
understanding how to maximize product value through backlog management, prioritization, and business-oriented decision-making	improving workflows, prioritization clarity, and collaboration across roles	structured work on real challenges across the full product lifecycle, from operational decisions to developing a strategic product mindset