If the company truly wants to be a product company, then the Vision and overall Product Objectives should be the primary focus and used when making product decisions. If your vision is well defined and people are aligned on it, then HOW you achieve that vision is flexible. New opportunities will appear, and the questions should be whether they help you move towards your vision or away from it. If an opportunity pulls a future roadmap item forward, great. If an opportunity presents you with some scenario or use case etc. that isn’t aligned with that vision and doesn’t have clear broad customer value, then say no. The discipline to do that must be there, otherwise you’ll be forever in a no-man’s land, chasing deals instead of a vision. Engineering work should truly seen as an INVESTMENT, that will pay back 50x or 100x etc. That’s how successful product companies operate.