Books and blog posts often paint an idealised view of product management which is far removed from the world of many product managers who find themselves forced to reconcile their outcome-driven ideals with the feature factory ways of working of their organisations.
If you’re building products for a Waterfall-led company where driving organisational change is like trying to turn a supertanker, then you need to be realistic about the impact you can make on your culture.
Working within the realms of Waterfall or LeSS (or even SAFe) doesn’t make you a bad product manager, though.
Being successful as a PM is about delivering value for your customers and organisation. If you’re doing that, then the framework you’re using doesn’t really matter: