Being a product manager in an enterprise context is different. Many will tell you "just ship" - and in other environments that may work. But you're coordinating across marketing campaigns, merchandising calendars, operations capacity, finance budget cycles, and engineering roadmaps - your features ship but nobody can launch them without planning.

The ability to think quarters ahead, map dependencies across 6 departments, and sequence work so everything arrives when stakeholders have budget and bandwidth is rare, valuable specific knowledge. This strategic planning compounds into executive-level thinking.

The best enterprise PMs I know treat planning as their competitive advantage. They make the complex look effortless because they thought through the dependencies before anyone asked.