My take as a PdO is that Agile is great for evolving an existing product. You know where you are, you know where you want to go (what customers are asking for)

My take as a PdO is that Agile is great for evolving an existing product. You know where you are, you know where you want to go (what customers are asking for), and you can break the transition into discrete steps. Can sit with the dev team and say in 6 months we want to be roughly here - and then tell them what you want to see in 2 weeks. If they deliver on commitment in 2 weeks, they've done their job, and everything else is on me. If they tell me there's a problem, or point out some stupid mistake I've made - I can take that on board (new stories, new prioritization), and explain to everybody above why there's a delay. Thing that I love most of all, is "we could make this better if". Hands down the things I'm most proud of, are when dev tells me something elegant and wonderful can be produced and I can say yes. Two places I think agile can go wrong: 1) Used where it shouldn't be. If there is some complex multi-year piece of work, somebody (product or architects) need to understand the vision. Nothing great is made 2 weeks at a time in isolation, and then presented 2 years later. 2) There needs to be slack in the system. To me the shining benefit of agile is that you can meander away from "the big plan" and add value where you see it. MVP should be say 70% of effort, with 30% we can all choose to use wisely. A complex system built from only MVP is going to be a turd.