“Strategic thinking.” Sounds lofty, doesn’t it? The kind of thing we expect from leaders, not just order-takers. But here’s the truth: it’s not an inborn talent. It’s a skill that can be developed with deliberate practice. Like learning to ride a bike, or in our world, learning to ship something that truly matters.

Too often, what gets labeled as “strategy” is really just a diagnosis or a broad policy statement. What’s missing are the coherent actions that connect intent to outcomes, as Richard Rumelt explains in Good Strategy/Bad Strategy. The result is a lofty plan with no map to the ground.

But here’s the opportunity: you don’t need to wait for a perfect strategy handed down from above. With the right mindset, you can drive clarity and alignment from wherever you sit.

So, where do you start?

Step out of the delivery mentality

Resource planning, hiring, and unblocking—these are important. But perfectly delivering features your customers don’t care about won’t move the business forward. It’s about building the right products, not just building them right.

Engineering teams play a crucial role here. As Marty Cagan notes in his work on empowered teams, product success isn’t the PM’s job alone. Engineers deserve a seat at the table in shaping the “why.”

Learn your product domain

It’s easy to get lost in firefighting and lose sight of the roadmap. Make space to learn the nuances of your domain—healthcare, fintech, logistics. You won’t become an expert overnight, but consistent, purposeful effort compounds. Over time, people will respond to the value you bring.

Embrace product thinking

Start with the “why” behind what you’re building, not just the “when” (delivery date) or “who” (staffing). Ask for the rationale. Understand the business impact, customer segment, and target metrics.

A practical step: make it a habit to reflect daily on how your work helps (or doesn’t help) customers. Join customer calls. Listen actively. A Jobs to Be Done mindset reminds us that customers don’t want features; they want progress in their lives.

Learn to articulate your thoughts

Strategic insight is wasted if it stays in your head. Writing clarifies thinking. Keep a running log of hypotheses and observations. Map your technical roadmap to the product roadmap. Even if unpublished, this creates a feedback loop: better writing → clearer thinking → better decisions.

A deeper dive into the soil of this strategic garden

  • Fall in love with the problem, not the solution. Separate problem space from solution space. Talk to customers, ask “naïve” questions, and make sure the problem is worth solving before committing.
  • Understand Jobs to Be Done. Customers hire products to make progress, not for the product itself. Blockbuster lost to Netflix not because of better DVDs, but because habits and expectations shifted.
  • Be aware of your biases. Confirmation bias is especially dangerous in discovery. Treat initiatives as “bets” and seek disconfirming evidence. For major decisions, force yourself to generate at least three options. This simple step broadens perspective.
  • Know the difference between a goal and a strategy. “Increase revenue by 20%” is a goal. A strategy explains how to get there, the trade-offs, and the risks. Without that, you’re relying on willpower, not direction.
  • Focus on business value. Business value isn’t just revenue. It includes customer retention, satisfaction, data assets, intellectual property, and technical excellence. Communicate the “why” relentlessly until people internalize it.
  • Build trust. Competence matters, but trust is anchored in honesty, integrity, and benevolence. Teams may forgive mistakes if you’re transparent, but not if they doubt your intent. See The Leader as Coach for more on building trust-based influence.

Cultivating the strategic mindset

Strategy isn’t about drawing every blueprint in advance. Sometimes, you’re the gardener—planting seeds, testing conditions, and nurturing growth. Other times, you’re the architect—laying out deliberate plans. Knowing which hat to wear comes with experience.

Your success is proportional to how well you understand and influence product strategy. Partner closely with product peers and treat this as a daily practice, not a one-off.

Start small: pick one of these practices and apply it this week. Over time, you’ll strengthen the mental muscle that turns strategic thinking from a lofty idea into a daily habit.

Go make a difference. The market is waiting.