I understand what this individual is saying. This is a very intelligent insight.
Everyone is asked to be more accountable in tight budget times. It doesn’t matter if your client is a government agency, a corporation, or a $3 million start-up. All companies want a defined ROI and to make a measurable impact with each project or sale.
There is a huge inefficiency which prohibits the market feedback mechanisms needed to efficiently orient some sort of strategy.
The primary driver is the siloed structure of most organizations. The hand-off from thinking to doing is not well orchestrated. One functional silo comes up with an idea and says to another, “Great, go put this into market.” The other one may recognize issues that have a strategic impact, but they consider them outside the scope of their responsibility despite the impact on program success.
In summary the person is saying that all the strategic implications have not been measured by PROIV the company and that not everyone may be on board when seeking strategic direction. The siloed structure of thought is a destroyer of growth and goals have to be measurable. All this is basic business philosophy. It's not always the product's fault but maybe the management driving that product.