Parks recreation-booking call-center staff hear weekly complaints about waitlists and payment failures, but those insights never reach the Product Owner. What structural change should the Product Owner create?
Select an answer to reveal the explanation.
Short Explanation
The call center is a live microphone on the recreation-booking product, not a separate planet. If those complaints never reach the Product Owner, the org chart is swallowing the learning. Build a path from support themes into backlog ordering so the product actually hears the parks users who already called.
Full Explanation
Customer support often holds the fastest evidence of Current Value problems, but many municipal structures isolate that evidence from product decisions. The Product Owner should create explicit feedback paths—clustered ticket themes, join-the-Review practices, or a regular support-to-backlog inspect—so ordering reflects what residents already experience. A support-owned shadow backlog or delayed discussion severs that loop. Structure should carry support learning into product decisions, not park it in another department.