Identify the problem your products/business solve now. Think about “why” those are problems for a few layers. This may reveal more systemic or generalized challenges that present opportunity for expanded markets/segments/products. Pursue those that your company is uniquely differentiated to solve.

And look, more pragmatically speaking, this kind of thinking is fun, but it’s pretty rare you actually get to practice it — companies are risk averse, senior leadership may have other ideas, and unless you’re at a smaller firm, big moonshot pivots are not the role of PM. To be really cynical about it, if you’re optimizing for personal growth, focus on the incremental; getting buy-in and executing on a redesign, for example, is just not a good way to spend 2 years. But I don’t mean to dissuade you entirely; if you think there’s an opportunity and you have the evidence to back it, then yeah, make the case for it.