The article highlights the challenges of product prioritization, particularly how traditional methods can fall short. The author, a product manager, reflects on their experience with OKRs (Objectives and Key Results) and customer impact metrics. Initially, they believed that mapping opportunities to OKRs would create clarity and alignment. However, as priorities shifted and backlogs became outdated, they found this approach ineffective. Key initiatives lost context, making it hard to adapt to new company directions during annual planning. To address this, the author introduced a two-dimensional model for prioritization, separating customer impact from business impact. By focusing on key metrics that drive both dimensions, they could better assess opportunities. For instance, customer impact includes the volume of insights and how often features are used, while business impact looks at metrics like retention and revenue. This separation allows teams to visualize and compare initiatives more effectively. High-priority work emerges where strong customer and business values intersect, fostering clearer discussions around trade-offs and strategic decisions. The proposed framework aims to make prioritization decisions more informed and resilient to changes.