For a change, here is a question about how to make Scrum work in a non-ideal environment.
I think in many companies transitioning to Scrum, we might find ourselves in a situation where Management has difficulties with giving the PO the powers he should have. Specifically, some managers have difficulties empowering the PO to make "ship or no-ship" decisions. They're used to a situation where they make that call and might not want to relinquish it so easily.
What are the arguments for a fully and properly empowered PO?