Thanks for the comment. The questions you pose at the end are absolutely the kind of questions one needs to ask. but I would say on their own, they are necessary, but not sufficient. i.e. Those give you the what/why from the customer side, but there still needs to be a definition of the why from the vendor (company) side.

That's the framework that I shared. Now keep I mind that AS A COMPANY, all teams and execs need to be aligned on overall product direction and also understand that in general, the direction and supporting objectives are critical to company success. If that is not the case, then no framework will help because the decisions of yes/no will be made by an executive based on their perception of what's important.

What I'm trying to get people to understand is that they NEED to define clear vision and objectives so they can more easily make these decisions that are in the best interest of the company's long term objectives. Otherwise, just saying yes, and doing whatever is requested becomes the norm. I see that far too often TBH, and it almost never ends well for the company in the long term.