Strategy development requires not only a considered approach, but also the allocation of sufficient time and resources. Companies frequently encounter problems at this stage: from a lack of time to being overwhelmed by operational work. Let us look at how to approach this process correctly, so that the strategy genuinely becomes a tool for development — not a formal document that sits unused.
How to allocate enough time for quality work
Companies frequently underestimate how much time is needed to develop a strategy properly. Some believe it can be done in a few hours or days — but this is a misconception. Strategy development involves many stages: analysis of the current position, goal-setting, formulation of plans, and working through the details. Every one of these steps takes time.
How to allocate time correctly:
- Data gathering, conducting interviews with the team (if you are working with an external strategy consultant), and market analysis — a minimum of 2–4 weeks.
- Running strategic sessions and formulating goals and objectives — 1–2 weeks (assuming intensive work).
- Testing hypotheses, refining details, and preparing the document — a further 1–2 weeks.
In total, quality strategy development requires a minimum of one to two months. Compressed timelines lead to superficial decisions and significantly reduce the chances of success.
The problems with time constraints: examples from practice
When companies try to fit strategy development into the minimum possible timeframe, it almost always ends in failure. Let us look at a real example.
Example: The owner of a successful company allocated just 4 hours for a strategic session. The goal was to develop a one-year strategy that would double revenue. When asked why so little time, he replied: «Our operational load doesn’t allow us to get distracted.» Only after the direct question — «You want to double your revenue, and you’re prepared to spend 4 hours on it?» — did the conversation become productive, and sufficient time was allocated to the strategy development project.
Conclusion: If you want to achieve meaningful results, you need to allocate enough time for thorough strategy development. In this case, speed is the enemy of effectiveness.
Why operational workload gets in the way of strategic development
Many companies operate in «firefighting mode,» where day-to-day tasks consume all the team’s time and energy. In these conditions, strategic development is often left behind. And while it may still be possible to find time for strategy development, finding time for implementation becomes genuinely difficult.
Why this happens:
- Operational work feels more urgent and important than long-term plans.
- Managers and employees cannot find time for analysis and discussion.
- A lack of delegation skills makes the situation worse.
Consequences: Companies that are constantly focused only on current operations may perform well in the short term — but over the longer term, they begin to lose ground. Without strategic planning, it is impossible to adapt to market changes in time, and competitors quickly move into the available space.
Tips for balancing operational and strategic work
To ensure that operational workload does not interfere with strategy development:
- Before strategy work begins, redistribute operational tasks among employees to free up the key participants in the process.
- Set specific days and hours dedicated exclusively to strategy, without distractions from other tasks.
- During strategic sessions, switch off phones and put away laptops — nothing should distract the team from working on the future.
- Prepare the full project schedule for strategy development in advance. This will help avoid postponements caused by unexpected urgent tasks and pre-planned meetings with clients and partners.
Strategy development is not a one-off event — it is a process that requires time, resources, and attention. Allocate enough of each, and the results will follow. Remember: a successful future for the company begins with quality strategic planning.
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