Own It!

Matt Jukes – Notbinary

Hertz wants a new website. They do a deal with Accenture to produce one for $25 million. It all goes horribly wrong. And it ends up in court, which is the only reason anybody else gets to know about it. Nobody is particularly surprised.

That’s the point from which this post starts, rapidly homing in on the question of the expertise Hertz should have had, but didn’t have, on the client side, and the delusion of outsourcing the product owner role to the supplier. That’s not really about the contractual relationship (and so is just as important when outsourcing is not at issue), it’s about the nature of the product owner role, which this post captures beautifully.

One thing which comes out particularly clearly is that treating product ownership as an ‘agile’ role, rather than as an organisational role can contribute to the misjudgement at the heart of the Hertz/Accenture dispute. That confusion can be seen in other contexts too – in the UK government, for example, treating product ownership (or in their language, service ownership) as one of the digital professions risks introducing a version of precisely that skew (which doesn’t, of course, mean that it necessarily does in practice) and so makes it even more important to focus on the core attributes of the role, without their being submerged by the process – important though that is for other reasons.

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