If you're experiencing daily thash, disagreement, hard trade-offs, etc then the problem is very likely upstream.

It's rooted in a lack of specificity in the business strategy, customer persona, core problem, product principles, key assumptions etc etc

It's very, very hard - especially as an individual contributor or middle manager - to encourage or even force leadership to take a step back and establish concrete agreement on these high-level concepts.

Why?

For many reasons...

A few that come to mind today...

1. No one asked you - it's not your job, and it can be seen as arrogant or out of band

2. Because companies with bad strategy and planning hate nothing more than making concrete decisions about their high-level strategy. They resist collapsing potentialities into realities. They resist saying "no" to pathways and opportunities in favor of a focused bet (but they must).

3. Because of point 2, the conversations are very, very hard to have. They feel painful and confrontational. And people try to avoid pain and confrontation.

However, if you don't confront the pain upstream at the high-level concepts/consensus once and for all, you will simply have to confront it day-to-day in your operations.