Nationwide Insurance had a "Scrummerfall" approach, with long, linear, upfront planning cycles that eventually fed work to agile delivery teams, only to then have the completed work languish in further waterfall steps toward deployment. 

In a scaled agile world of practitioners with diverse software development experience, how should leaders and coaches support teams' continuous improvement and ensure they are using best practices in engineering, ways of working, and culture?

While the Scrum product owner is arguably the most crucial role within agile teams, we often hear horror stories about POs who aren’t available to their teams, change their minds incessantly on business priorities, or ignore quality requirements and technical debt.

We are all leaders. At a minimum, we must lead ourselves every single day, but many of us also have teams that we lead and serve.