County HR promotes public-health digital leaders only when they manage large staffs, so managers resist small cross-functional vaccine-booking teams. What should the Product Owner surface?
Select an answer to reveal the explanation.
Short Explanation
People follow the promotion map, not the poster on the wall. If the only way up is managing a crowd, nobody will defend a small vaccine-booking Scrum Team. Career paths and incentives are org design, and right now they are picking a fight with agility.
Full Explanation
Organizational design includes how people are rewarded and promoted, not only how boxes are drawn on a chart. When county HR promotes public-health digital leaders only for managing large staffs, managers resist small cross-functional vaccine-booking teams because the career ladder fights that design. Sprint events layered on that system will not overcome the incentive. The Product Owner should surface that incentives and career paths are part of organizational design and currently fight small, cross-functional product teams that can deliver vaccine-booking value.
Claiming career paths are irrelevant as long as Sprint events occur fails because calendars cannot override promotion incentives. Saying every Product Owner should become a large-staff line manager fails by bending product roles to a broken ladder. Rewriting job descriptions in secret fails because leadership must consciously change incentives for the structure to stick.
Exam caveat: Career incentives are org design; if they reward empire size, small product teams lose. Operational check: Present HR and leadership with the conflict between the large-staff promotion rule and vaccine-booking team design, and propose career paths that reward product outcomes and cross-functional leadership.