D. Scope

Picture this: I just wrapped up another long, pointless corporate meeting, an hour spent debating something that I forgot the moment the call ended. And somehow, the Agile Manifesto pops into my head. Don't ask why—it just does that on Monday mornings. So let's break

Product Managers and Product Owners have drifted apart in corporate reality, despite originally being seen as the same. While the tactical aspects of the PO role are often undervalued, they remain essential for execution, decision-making, and maintaining the product vision.

The words we choose can either build bridges or create barriers. Success often comes from pausing, listening, and adapting to the language that already carries meaning for the people you work with.

Early-stage project documentation should prioritize clear, concise communication over rigid compliance with corporate processes, focusing on conveying ideas effectively without unnecessary complexity.

In the confusing world of corporate IT terminology—projects, initiatives, increments—labels shape how work is planned, executed, and perceived. While these names may differ across companies, what truly matters is the clarity behind them.

In the ideal world, new product ideas would arrive neatly packaged, following every step from the standard discovery process, with detailed analysis, clear objectives, and a ribbon on top. But let’s be honest - that world doesn’t exist. Most of the time, especially in corporate environments, new product