We’re all drowning in backlogs, roadmaps, and OKRs. But how often do we step back and ask if it all tells a coherent story? I was reading a great piece recently that framed company strategy not as a plan, but as a narrative—a story that connects the past, present, and desired future. This really resonated. As product managers, we’re the chief storytellers for our products. When our company’s strategy is just a slide deck of disconnected goals, it’s nearly impossible to create a compelling ‘why’ for our teams. We end up justifying features with metrics alone, losing the inspirational thread. But when strategy is a story, our job changes. We can weave our product roadmap directly into that larger narrative. Suddenly, that new feature isn’t just about increasing engagement by 5%; it’s a pivotal chapter in the company’s quest to solve a major customer problem. This approach makes it easier to gain alignment, prioritize ruthlessly, and truly motivate our teams beyond the next sprint. How do you translate your company’s high-level strategy into a compelling narrative for your product team and stakeholders?