>Because I’m still new to this role, I wonder if I’m being naive or idealistic around how we approach our feature development, or if this is just how most compa

>Because I’m still new to this role, I wonder if I’m being naive or idealistic around how we approach our feature development, or if this is just how most companies operate. IMHO, the way to answer this question is from a sales perspective. What's the revenue of the product? Is the product doing well financially and are customers renewing? Are the sales teams able to hit their targets? I work in a customer facing role for a huge company and you've described the situation here well. We've got a ton of products, some of which are doing really well and one of which is tanking. The one that is tanking is something the company is placing a huge bet on. Whenever I speak with product management for the product that is failing, they have this grand vision looks amazing in slides, but when I work with customers it's obvious that vision isn't grounded in reality. It's like they spoke with a bunch of CIOs and drew up this vision that has nothing to do with how the market actually is. It's almost painful to talk with product management because they just keep going back to this grand vision and anything that goes in their ears gets filtered by this viewpoint. And it absolutely shows in the dismal sales and high customer churn. If the product is doing well, maybe you are naive. If the product is failing or barely treading water, you're not the one being naive.