Empowerment is a key word of agile transformation. It is usually understood as giving full responsibility to the ‘agile’ team: the full responsibility to prioritize the backlog and to deliver the results. In my experience assuming those responsibilities goes hand in hand with the composition of this ‘agile’ team. Real empowerment to prioritize and to deliver results can only come with a full transversal composition of the team. By this, I mean a well-balanced combination of multiple business and IT profiles. This balance is sometimes forgotten or for whatever reason only partially fulfilled. Often business profiles are prioritizing the backlog and maturing the requirements but remain ‘virtually’ separated from their IT colleagues who keep on deciding their own priorities in their traditional way. This mindset catapults us back to times where fences between business and IT were prevailing. The solution for real empowerment (in an agile mindset) is to create one single team composed of both business and delivery profiles, and ‘managed’ by a single product owner. Let’s avoid the classic ‘separation pitfall’ in our future agile transformations and start building real empowered teams without these fences between Business and IT.