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Use the tried and true method. Grassroots support and business case.
Leadership needs to know it’s supported by everyone in the business, it makes sense, and it will make them money. Innovation is often painful
Need to rule out if leadership is bad at product/strategy or if it's your story telling that needs work.
Start from the end business goals that the company is trying to achieve and then back into the leading metrics that drive them. Focus in on the ones your team can affect. Show how your perspective on the product will result in a shift in customer behavior that will result in a more optimal outcome in those metrics. Your evidence should work backwards and can be followed in very simple if this, then we assume this, and so forth format.
If all this logically ties out in your strategy deliverables and there's research data that supports your perspective, then you're probably at a company that doesn't have a high execution culture. That's not something worth fighting to change unless you're at the top. You're better off finding a different company where that already exists
The strategy should be defined by leaders based on conversations they have with those lower down the ladder. If you're unable to swing the narrative, you're either doing a bad job of it, you're wrong, or you need to leave.