How can I be a trusted advisor/strategic partner to the business, rather than the roadblock/"office of no"?

A lot to this, but to answer your specific question - figure out why you are the office of no, and flip it to be the office of “yes, if…” to shape what it takes for you to be that strategic partner that can deliver.

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A lot to this, but to answer your specific question - figure out why you are the office of no, and flip it to be the office of “yes, if…” to shape what it takes for you to be that strategic partner that can deliver.
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