An analogy for auditing whether an organization can actually reach the destination it has set for itself: the destination is the vision, the steering wheel is product vision/strategy, the engine is the technology — including tech debt and dependencies — and team topology is whether the vehicle itself fits the road ahead.
The point is that strategy alone (the steering wheel) doesn't get an org anywhere if the engine is broken or the vehicle is the wrong shape for the terrain: "dependencies is the root of all evil when it comes to slowness in product development." See First Rule of Tech Debt for making engine problems visible, and High-Alignment/High-Autonomy Model for the steering-wheel side.
Ask "do you have the vehicle to accomplish your vision" before assuming a good strategy is sufficient — check engineering health, tech debt, dependency load, and team topology fit as a distinct diagnostic step.