As a contractor grows there are inflection points where their market strategy and organizational structure must be evaluated and refined. These changes are just part of the cycles every business goes through.
As Larry Bossidy describes in the book Execution most strategies fail due to execution. We don’t make academic arguments with contractors - if a strategy can’t be reasonably executed it isn’t a good strategy.
The approach we take to strategic planning looks at both existing organizational capabilities (what is true) as well as what the ideal strategy would be if there were no constraints. As Roger Martin describes - “What would have to be true for this strategy to work?”
By exploring what it would take operationally to execute the strategy then feeding that information back to the strategy in an iterative process a contractor develops plans that work in the long-term. Josh Waitzkin describes this well when it comes to mastery it is about drawing smaller and smaller circles - it is not a linear process.