all the management speak and analogies about watersheds aside which I think obfuscate more than illuminate I think one fundamental problem with this sort of thi

all the management speak and analogies about watersheds aside which I think obfuscate more than illuminate I think one fundamental problem with this sort of thinking is that it has a wrong opinion on why some people favour execution type mentalities. It's not, at least most of the time, because people are unwilling to ask 'why', it's because in a lot of cases there is no neat strategizing step, disconnected and well ordered from what is actually going on in reality. In a large organization, things move all the time. There is uncertainty about who is where and doing what, you can plan something and when you're finished someone has already done something, there is imperfect information, and so on. So if you want to strategize you first need to create time and resources to do so. It's the problem with all kind of grand strategy mentalities. What to do isn't clear most of the time, there is no guarantee to figure it out ahead of time, and things are asynchronous and not ordered. Executing quickly can be wasteful but it recognizes the real-time aspect of making decisions.