How do you build organizational buy-in for a product strategy that leadership is skeptical of?

Model answerSkepticism from leadership usually means either the strategy isn't clear enough or the evidence isn't compelling enough. I'd start by truly understanding the objection — is it about the destination, the path, or the team's ability to execute? Then I'd build a structured case: here's the problem, here's the evidence, here's what we'd learn in 90 days, here's what we'd need to invest. I'd ask for a small experiment, not full commitment. Proof of concept beats persuasion.