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Some change in direction will happen with changes in priority.
In my experience a big piece of how you navigate the ambiguity is to make sure you manage and document around the reasons for change. My biggest frustrations are when I will have dev resources pulled because other teams end up not hitting their promised delivery dates and features, and those same teams often have a tendency to generate a lot of tech debt that then requires remediation later.
Document and have your approvals for your product roadmap and when they change, just make sure you are documenting those changes. If you see certain trends, call them out during product meetings to highlight where timelines or releases have been missed and why.
That is in my experience all you can do and if you are having this many changes, you likely have organizational issues with accountability.
A plan is not a strategy. But what I think you are saying is how do you plan ahead when direction constantly changes from leadership. I believe the answer here is that you don't. You can only control what you can control. The only way to resolve this is for your leadership to stop changing direction, which you can't control, but you can definitely influence. You can influence it by clearly communicating the impacts and asking the right questions to understand why the shifts are happening. Maybe it is a legit good move to keep pivoting if it is saving a lot of wasted efforts even if it is an inconvenience to you. Or maybe it is a problem with them. Dig deeper into why the changes are happening and communicate the impacts when they do happen.