Earlier quoted context omitted.
So I'm not saying strategic vs tactical is a binary; it's a spectrum. And where to fall on it is hard; I think we're in agreement here. But, you mention you've been overridden by bad executive fiat on occasion, and also made forays where you shouldn't have because you didn't have the bigger picture. The 'right' course of action to address both of those as your manager would be to make sure you understand the bigger p…
The example I gave involved information persistence, lawyers and and government national security apparatus i.e. way above my pay grade. So many issues transcend the narrow scope of some product, which is why 'the effect' as you say, generally goes pretty far, meaning, executive leadership input which is essentially necessary. It's also a good example of how circumstances can create existential scenarios that have no…
My reply still stands. "Hey soandso, we need to change our persistence strategy for this information due to regulatory compliance" "Uh, okay. What are the specifics?" "I'm not entirely sure; I've already reached out to soandso in legal/whatever to let them know we're working on this, reach out to them" "Got it"
You haven't been blindsided, nor have you been told what to do by fiat; you've been informed about a new stakeholder and been empowered to collect requirements from them.