Being a product manager in an enterprise context is different. Changes don't just affect your team - they ripple across engineering, compliance, legal, and operations. Getting feedback when work is 30% done prevents expensive rework when it's 90% done.

Demo rough prototypes to operations before engineering starts, walk finance through draft analytics before building dashboards, show legal the draft data model ahead of the review - stakeholders surface constraints you didn't know existed that would have derailed your launch.

The best enterprise PMs I know share half-baked work deliberately. They invite stakeholders as collaborators into the messy middle where changes are cheap.