- Product owners focus on what can be built in a given timeframe, not always on why it matters.
- Project managers report on risk, scope, and timeline not whether the work is still solving the original business case.
- Sponsors often disengage post-launch, trusting that delivery equals success.
The result? Delivery is moving “blindly” with no formal role that monitors whether the change is still solving the problem it set out to solve. Even worse, post-launch measurement usually focuses on usage, not value.
It’s easy to conflate usage with success, but the two aren’t always aligned. A system might be accessed daily, yet fail to influence decision-making or reshape workflows. High adoption can lull teams into believing change has occurred, when in fact, the status quo persists. Delivery might mark a milestone, but it doesn’t guarantee the transformation is real or lasting.
When no one is tasked with staying aligned with the original problem we set out to solve, it becomes all too easy for delivery to disconnect.
