Many product managers believe that using a prioritization framework to rank stakeholder requests constitutes a strategy. This is merely a reactive process. A true strategy proactively defines a focus that guides which requests are even considered, rather than just ordering an existing list.
Receiving feedback to "be more strategic" is rarely a request for a grand vision. It's a manager's plea to articulate the "why" behind your work, the urgency of "why now," and, crucially, what you are intentionally choosing not to do as a result.
When leaders provide unclear direction, use two simple questions to find the strategy. If given a tactic ("build an AI agent"), ask "Why?" to uncover the real goal. If given a goal ("make $10 million"), ask "How?" to reveal the intended approach.
If your team constantly struggles to prioritize, the problem is not your method (e.g., RICE, WSJF). The root cause is the absence of a clear strategy. Without a shared North Star to filter decisions, every initiative seems equally important, leading to endless debate.
A plan to increase revenue is a goal, not a strategy. A list of features is a plan, not a strategy. A true product strategy serves as the crucial bridge, articulating exactly how creating specific value for a customer will, in turn, achieve a specific business outcome.
Teams often mistakenly believe setting OKRs is the same as having a strategy. OKRs are a measurement framework—like a car's dashboard showing speed and fuel. They indicate progress toward a goal but don't define the destination, the route, or why you're taking the trip.
When devising a strategy, avoid plans that require acquiring entirely new skills or resources. Instead, identify your unique advantages—brand, proprietary data, superior customer service—and build a strategy that amplifies what you already do well. This is the most efficient path to winning.
For PMs stuck in a reactive "feature factory" environment, the path to being strategic is proactive data collection. Instead of waiting for orders, gather market and customer data to build a compelling, evidence-based case for a specific direction that appeals to leadership's desire for results.