Don't expect your organization to adopt a new strategy uniformly. Apply the 'Crossing the Chasm' model internally: identify early adopters to champion the change, then methodically win over the early majority and laggards. This manages expectations and improves strategic alignment across the company.

Vision and strategy are not interchangeable. Vision is the ambitious, long-term future state that provides direction and coherence. Strategy consists of the specific, repeatable choices and actions you make over time to get closer to that vision.

A vision should be aspirational to inspire teams. To make it feel achievable, ground it with a product strategy that outlines concrete progress through testable hypotheses each year. The strategy translates the moonshot vision into actionable steps.

When a product team is busy but their impact is minimal or hard to quantify, the root cause is often not poor execution but a lack of clarity in the overarching company strategy. Fixing the high-level strategy provides the focus necessary for product work to create meaningful value.

In a complex legacy environment, internal motivations like improving developer experience or modernizing technology often fail to gain traction. The initiatives that successfully navigate the process are those that can clearly articulate and deliver tangible value to the end customer.

Being a vendor just solves today's problems. To become a true strategic partner, you must understand a customer's long-term business goals and explicitly connect your product roadmap to their future success. This is critical for enterprise retention and moving up-market.

As companies scale, roadmaps become a list of stakeholder commitments. To maintain focus, leaders must relentlessly communicate the "why" behind every initiative and tie it to a clear investment ROI. This ensures all teams are running in the same direction, not just checking boxes.

To sell large transformation projects, present the ambitious "North Star" goal but break it into sequential stages. Critically, Stage 1 must deliver tangible business value on its own. This approach wins over skeptics by providing an early return on investment, securing the momentum and buy-in needed for subsequent stages.

In a fast-changing environment, annual plans are obsolete. At least semi-annually, pause and ask, "If we were to create this plan from scratch today, what would we do differently?" This mindset prevents teams from blindly executing on outdated assumptions tied to performance plans.