Being a product manager in an enterprise context is different. The World Economic Forum says in 2030 the skill of systems thinking is growing in criticality, and as an enterprise PM you're already building it on hard mode - navigating customer needs + marketing campaigns + merchandising logic + finance constraints + technology backbone simultaneously.

One product decision ripples across 6 departments. Launch timing affects Q4 merchandising plans which shifts marketing budgets which changes tech prioritization. You learn to see the whole system, not just your piece.

The best enterprise PMs I know treat this complexity as their competitive advantage - they spot the one decision that unlocks multiple wins while others are still mapping dependencies.