Leaders who lean towards people-pleasing often spend more time revisiting decisions than they realise. This piece explores why good strategy matters most when it reduces subjectivity and gives teams something objective to work from under pressure.

Much of what we recognise as strategic judgement is not taught through training or frameworks. It is learned through proximity to decisions, exposure to trade-offs and watching experienced leaders think in public. As work patterns change and informal learning erodes, organisations are expecting strategic capability without recreating the conditions that once built it.

Strategy doesn’t always fail because it is wrong. More often, it fails because it quietly stops being used once work is live. This piece looks at why strategy drifts out of day-to-day decision-making under pressure, and what needs to change if it is going to hold beyond the room it was created in.