Should you even bother with strategy if you are not able to execute your current quarter?

This is a question which is oft repeated when organizations are not able to meet their quarterly/annual targets. There is certain merit to the question as if a team is not able to get the present right, there is little belief in their being able to get the long term right. While there could be circumstances where it could be overlooked but in most contexts it is tempting to just get focused on getting the here and now right.

This could definitely make sense at that point of time, but what it ultimately leads to is an organization which is in a perpetual state of catch up.

While to most it would be obvious that the first thing that needs fixing is the team it self, but how would go about doing if you haven't thought about what would be needed in the future.

So, irrespective of circumstances it is critical to think strategy, but especially more so when you are not able to deliver in the present. A good strategist will be able to paint the picture of what isn't working in the present and also what is needed for the future. This is not a claim about how you should develop your strategy but rather about the absolute essential of your starting point. You need some someone who can look at data, dissect it and make it talk to your current situation while also throwing light on competition and the future of the industry.

While this may seem self serving in terms of the author's profession, but when in doubt please get a great strategy guy.

Having said that, the case is for focusing on strategy is simply outlined as you need to be thinking in multiple time frames or you will never get out of the rut you are caught in.