Balancing Vision and Velocity: Inside a Two-Speed Strategy Model

In this edition of The Strategy Brief’s Exec Edge Q&A, we sit down with Mobin Barati, to discuss what it really takes to keep strategy both alive and actionable. As the boundaries between long-term planning and day-to-day delivery blur, Mobin Barati, Transformation Success Partner, SAP shares how a modern strategy function can operate at two speeds, combining foresight with flexibility, without losing focus or discipline. Q1 How have you structured your strategy team to balance long-term planning with near-term execution support?

I run what I call a two-speed model.

At the core, there’s a small, permanent team focused on long-term capability building, environmental scanning, and scenario planning, the kind of work that helps us anticipate what’s next rather than react to what’s already here.

Then, there’s a rotating “strategy squad” that embeds directly with delivery teams. Their job is to translate strategy into near-term execution, making sure the big ideas show up in live projects and daily priorities.

It’s a model that keeps strategy from becoming a deck on a shelf. Instead, it’s lived through projects, decisions, and conversations across the business.

Q2 What rhythms keep strategy alive — without turning into a calendar full of meetings?

The rhythm is critical. We use quarterly reviews for recalibration, monthly check-ins for accountability, and rolling forecasts for adaptability.

But the key is mindset: we treat every touchpoint as a decision point, not a status update. If there’s no decision to be made, we cancel the meeting.

That discipline keeps the process lean and meaningful. Strategy doesn’t die in bureaucracy, it thrives in focused, purposeful conversation.

Q3 Which tools have genuinely helped execution — and which have become noise?

For us, OKRs are invaluable. They make alignment tangible and measurable. Portfolio dashboards bring transparency to progress and priorities. AI assistants are starting to cut analysis time, letting the team focus on interpretation rather than collection.

But tools can easily become clutter. Collaboration platforms only work when curated — not when everyone uses them differently. And vanity metrics are the enemy of insight.

The biggest lesson: tools only amplify what’s already there. Without strong data quality and adoption discipline, they just create noise.

Q4 How do you make sure the “strategy stack” stays connected from boardroom to frontline?

I insist on a single-page strategy stack that links our vision all the way down to frontline KPIs. Each layer must be traceable.

If a frontline manager can’t explain how their work connects to the strategy in one sentence, then we’ve failed. Clarity beats complexity every time.

That approach builds ownership at every level — people can see themselves in the strategy, not just read about it.

Q5 How do you prevent the strategy team from becoming overloaded with initiatives?

We run with a “one in, one out” rule, much like Kanban. It forces prioritisation.

Our bandwidth is finite — and being explicit about that creates focus. Saying no, backed by data on impact and capacity, is far more valuable than saying yes to everything. It’s how you protect both quality and morale.

Q6 If you had to rebuild your strategy stack from scratch, what would you do differently?

I’d design it less around frameworks and more around conversations.

Simpler artifacts. Tighter governance. Stronger integration with performance management.

In other words — less paperwork, more conversation, bigger impact.

Conclusion

Strategy today is less about drafting the perfect plan and more about maintaining the right cadence, clarity, and connection. As Mobin puts it, the goal isn’t to produce more slides, but to embed strategic thinking into every decision and every team.

The future of strategy belongs to those who can operate at two speeds — steady in vision, agile in execution.