some of the learnings are not applicable anymore, but i benefited a lot from the framework we created
Is is that the company thought it was solving something that turned out not to be a problem (or a compelling-enough problem worth solving), or that it was building a solution without knowing or caring to know what problem it solved?
To be honest, I think the answer is in your question: find a real problem to solve. I know that sounds like a simplistic answer, but I think the best advice is usually the obvious answer
This will sound counter-intuitive but start with a product, not a solution. Build something that does something practical. It’s way less effort to pivot something you already have.
It's hard to advise without a specific example, but from my perspective, this process is something natural for all companies. If you have analytics, you can proceed with future movement, such as focusing on one product/feature and making it the main point of application of effort. Nevertheless, don't forget to track your "why" now, because future "you" will be grateful for this info; it's really important to track it.
If the current situation itself is already generating profit for the company, I recommend that you refrain from getting involved in it and instead carefully convey an alternative solution to upper management