Being a product manager in an enterprise context is different. Your stakeholder loves your proposal in your 1:1, then struggles to defend it when their director asks "what's the payback period?" in budget review. Your best ideas fail because champions lack supporting data.

Alignment isn't enough - stakeholders must sell projects to their own leadership. Everyone needs to understand the customer impact to justify why this matters. Finance directors need ROI models for CFO reviews. Operations needs resource estimates for capacity planning. IT needs security assessments for architecture approval.

The best enterprise PMs I know ask "what questions will your leadership ask?" and proactively provide answers. They equip stakeholders to win internal conversations, not just present great roadmaps.