In an unpredictable world, strategy is more critical than ever. While short-term opportunism may feel like the safer choice, a well-defined strategy — regularly revisited and adapted — provides the structure leaders need to respond confidently to change.
In 2026, strategic planning can feel like an uphill battle. With daily headlines on interest rates, tariffs, and disruptive technologies, the urge to react quickly and seize opportunities in real time is strong. Many leaders question the value of sticking to a plan that might feel outdated within months.
But reacting alone isn’t enough. A thoughtful strategy remains essential. It serves as the foundation for confident leadership in the face of uncertainty.
When we originally wrote this blog post way back in 2014, concerns about volatility and rapid change were already top of mind for many executives.
Since then, the pace has only intensified. A global pandemic, economic disruptions, geopolitical tensions, and the rise of generative AI have added new layers of complexity. But the central challenge remains: how do you lead intentionally when certainty is out of reach?
The discomfort many executives feel with strategic planning isn’t really about the process. It’s rooted in the fear that the plan won’t hold. That time spent developing a strategy could be wasted if the environment shifts too quickly.
Roger Martin, a professor and the former dean at the University of Toronto’s Rotman School of Management, puts it this way: “It forces them to confront a future they can only guess at. Worse, actually choosing a strategy entails making decisions that explicitly cut off possibilities and options.”
It’s not just the fear of change, it’s the fear of choosing wrong. That concern is real. But stepping away from strategy doesn’t reduce risk; it removes the guardrails. A good plan isn’t about predicting the future with certainty. It’s about creating a foundation that allows the organization to make clear, intentional choices when change inevitably comes.
Still, many leaders I’ve worked with have dismissed the value of strategic planning altogether. The logic goes that the competitive, technological, regulatory and social landscapes change so quickly that by the time the plan is written, the underlying assumptions may already be out of date.
Some, like Don Sull, who taught strategy at MIT and the London Business School, argue that in volatile markets, the "key" to success comes from strategic opportunism, the ability to act quickly on emerging opportunities without being tied to a rigid plan.
The appeal is clear. Why spend valuable time planning if the world refuses to stay still?
I don’t buy it and neither does Roger Martin.
This approach often encourages short-term thinking. It prioritizes speed over substance. And when overused, it can distract from core objectives, leaving teams unaligned and scattered.
In his article “Adaptive Strategy is a Cop-Out” Martin challenges the claim that we live in the most turbulent times ever (using historic events like previous global pandemics, World Wars and the Depression as proof points). What is new is the tendency to avoid committing to a strategy altogether.
Says Martin, “The point is that you have to make a prior choice that you can adapt. The temptation with adopting adaptive strategies is that you never make that prior choice.” Without a clear direction to begin with, it becomes impossible to evaluate whether a shift in course is strategic or simply reactive.
There’s a meaningful distinction to be made between strategic opportunism and strategic adaptability.
Strategic adaptability is a thoughtful, intentional process of adjusting course in response to change — grounded in a clear strategic direction. Strategic opportunism, by contrast, can lead to a cycle of reacting to the loudest signals rather than the most important ones.
A strong strategic plan doesn’t need to lock you into a fixed path. It gives your team a shared understanding of where you’re going, and helps you decide what changes warrant a course correction.
Today’s leaders face constant disruption — from AI innovation to workforce shortages to rapidly evolving customer demands. It’s no surprise that many find themselves asking whether their current strategy is still relevant.
That question is worth asking. But it doesn’t mean you need to start over.
Instead of rewriting your plan, revisit it. Look at what’s changed, identify what still holds true, and clarify what needs adjustment. A strategy that was developed thoughtfully and based on sound assumptions likely still offers value — even if it needs to flex in some areas.
A quick leadership check-in can help:
Are we aligned on our direction?
Have external conditions shifted?
Are there specific areas where we need to adapt?
These conversations build confidence and momentum.
Stratford’s 2026 Global Trends Report identifies a clear shift: we are seeing organizations move from rigid multi-year planning cycles toward models of continuous strategic reallocation.
This doesn’t mean abandoning strategy, it requires strengthening it. Leaders should be able to revisit priorities often, reallocating capital and talent without excessive friction, and shifting resources quickly as conditions change. The planning process itself must emphasize learning and responsiveness rather than strict adherence.
Here are four important questions for leaders to reflect on, inspired by this trend:
How easily can we shift priorities and resources as conditions change?
How frequently are strategic priorities revisited to reflect changing conditions?
How can capital and talent be reallocated without excessive friction?
Do our planning processes support learning and adaptability over rigid execution?
Incorporating these considerations allows organizations to stay grounded in strategy while remaining responsive to change.
Strategic planning may never feel comfortable — but in today’s environment, it’s necessary. Leaders who pause to reflect, reassess, and realign will be better positioned to make confident decisions when it matters most.
Short-term wins are important, but they should serve a longer-term direction. Opportunism may feel agile, but without a strategic anchor, it’s easy to drift.
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➡ Read more about this trend as well as the 7 additional trends we've identified in of Stratford’s 2026 Global Trends Report ➡ Looking to evolve your strategy to match today’s pace of change? Explore how Stratford’s Strategic Planning Services can help |
This article was originally published in 2014 as "Are You Planning or Just Fooling Yourself?" It has been updated with new content.