Problem: Sometimes, teams spend too much time planning and end up missing important chances because things change too quickly.
Solution: Teams should act fast, try new ideas, and learn from mistakes so they can keep up with a fast-moving world.
In a world where speed can be the difference between success and irrelevance, we embrace a “high execution, low strategy” approach. The focus is on taking quick action, learning from immediate feedback, and iterating rapidly rather than waiting to devise a perfect, long-term strategy. This philosophy prioritizes agility and responsiveness, allowing teams to adjust swiftly to changes and capitalize on opportunities as they emerge.
The essence of a high execution, low strategy approach is that time spent on extensive strategizing is often better allocated to experimenting and moving forward. For organizations that operate in highly dynamic sectors change is a constant. In these environments, long-term strategies may become outdated before they are even implemented. This is why strong organizations encourage decision-making at all levels and foster a culture where individuals feel empowered to act. This means trusting the judgment of team members, even if it leads to occasional missteps, because every mistake is an opportunity to learn and course-correct.
Strong companies focus on the importance of iteration and minimal viable changes. They value the rapid deployment of new features and improvements. Rather than strategizing for months on end, they push new updates frequently and refine them based on user feedback and data-driven insights. This pace of execution enables the organization to stay competitive and responsive, adapting quickly to user needs and staying ahead of market trends.
High execution means adopting what we call an “iterate everything” mentality. This approach underpins the product development process: instead of aiming for large-scale, fully-polished releases, we launch small, incremental updates. Each update can be adjusted or discarded based on real-time feedback, which we use to continually improve. This approach benefits from the momentum of continuous execution, with decisions made quickly and at a level that allows for fast adjustments if the results are not as expected.
When it breaks
While high execution is powerful, it is not always a substitute for strategy. Certain scenarios—such as expanding into new markets, forming partnerships, or navigating regulatory landscapes—require a clear vision and well-thought-out planning. In such tricky instances, a lack of strategy can lead to significant missteps, reputational risks, or even legal complications.
Moreover, strategic thinking is crucial in setting an organization’s core vision and values, as these provide the framework within which rapid execution can take place. Without some guiding principles or a clear vision, high execution can become erratic, resulting in inefficiencies and possibly even damaging the organization’s brand or value proposition.
Thus, the high execution, low strategy model is most effective when an organization has a clear, overarching vision, allowing individual decisions to be made swiftly in line with that vision. This approach thrives in fast-changing environments where speed is a greater advantage than precision.Fast execution works because it aligns with the core values of openness and constant iteration, while strategy is applied more sparingly, reserved for areas where it adds significant value, such as market positioning and compliance.
Companies that prioritize execution over strategy do so with the understanding that in their specific context, action yields better results than over-analysis. While strategy has a place, especially when clarity and direction are required, a high execution approach encourages rapid learning, adaptation, and growth in a competitive, changeable landscape.