The report shows that while 76% of leaders are increasing pressure to prove Agile's ROI, only 15% actively shape its practices. This creates a dysfunctional dynamic where leaders demand results from a system they don't understand, guide, or help prioritize work for.

The traditional project manager role, focused on delivering on time, budget, and scope, is obsolete. To create real value, PMs must shift their accountability from process adherence to owning the project's ultimate business outcomes and benefits, taking a proactive role in value delivery.

The traditional PM function, which builds sequential, multi-month roadmaps based on customer feedback, is ill-suited for AI. With core capabilities evolving weekly, AI companies must embed research teams directly with customer-facing teams to stay agile, rendering the classic PM role ineffective.

AI will automate tactical, repetitive tasks like writing user stories and coding from tickets. Professionals who only perform these functions without strategic business understanding will become obsolete, as their core responsibilities can be executed faster and more efficiently by AI agents.

As AI commoditizes code, the traditional PM role is bifurcating. One path is becoming a hands-on builder who uses AI to create the product directly. The other is a business-focused strategist who concentrates on GTM, positioning, monetization, and competitive strategy, which AI cannot yet replicate.

The traditional PM role, focused on coordinating and moving information, is being replaced by a demand for "builders" who exercise strong judgment. This fundamental shift, driven by AI, puts a significant portion of current PMs whose primary skill is communication and coordination at career risk.

The Product Owner role, as often implemented in Agile frameworks, is focused on delivery and backlog management. It typically lacks the core business ownership, customer interaction, and go-to-market responsibilities that define true product management.

Many companies confuse adopting agile practices like standups with achieving true business agility. This "agile theater" creates an illusion of progress, confirmed by a BCG study, without improving bottom-line results like time-to-market or revenue.

AI tools are collapsing the traditional moats around design, engineering, and product. As PMs and engineers gain design capabilities, designers must reciprocate by learning to code and, more importantly, taking on strategic business responsibilities to maintain their value and influence.