Earlier quoted context omitted.
I worked in a similar kind of role recently, in a large public retail company. The only advice I'd give would be to lean hard on finding, maturing, and then advertising end-user champions. Cross-department / -traditional boundary products are frustratingly difficult to push top-down, as the leader of the space that "owns" the product (i.e. IT) doesn't directly see the value, because they're not the end user (business…
Quite insightful! Being a part of product teams, I've noticed "platform" teams struggle and the reasons have mostly been not doing what you've pointed out above. As in, instead of working with their customers (i.e., other product teams) to identify their problems and fix them, they would push down their generic platforms down the throat. It invariably didn't end well. I tend to think that platform/framework teams wit…
What features should you work on next? The things your users are asking for at your touchbases.
There's a time and place for top-down, but it works best when there are few edge cases. Platform work tends to be a normal distribution with the usual number of "Oh. We never thought anyone would want to do that" tails.