Leading product in enterprise is different. Complex organizations generate complex processes. More layers, more approvals, more alignment meetings. At some point, the process becomes the product and the actual product suffers.

The most impactful thing a leader can do is make things simpler. Kill the meeting that exists because it always existed. Collapse three approval layers into one. Ask "what would happen if we just stopped doing this?" Simplicity isn't naive. It's strategic. Every unnecessary step you remove gives teams more time for actual work.

If you're not actively removing complexity, you're adding it. There is no neutral.