Should companies rely on fixed long-term plans or on frequent replanning that treats long-horizon commitments as options, when markets move very fast?

Andrew Feldman · Oct 6, 2025

In extremely fast-moving markets you need good planning rules rather than good plans — plan more frequently, hold a shorter view, and buy options on the future

Five- and seven-year data centre and supply chain bets can't be made on three-month certainty, so paying an option premium is the way to manage uncertainty; if the future moves against you, you only lose the premium

8:41 Buy options via frequent replanning rather than fixed long term plans

Ryan Petersen · Nov 13, 2023

Plans themselves are useless but the exercise of planning is extremely valuable, and a leader needs a firm view of direction alongside adaptability

Planning forces you to step back and think strategically about what you're doing and why; but the world changes, so you must be adaptable — and he personally changes direction too easily

37:49 Plans are useless but the planning process itself is valuable

Micha Kaufman · Jun 9, 2025

It is a mistake to judge the future by extrapolating from the present, because we are in an unusually unstable and fast-changing moment

The current state is fuzzy and unstable, so how people judge the present has few implications for what the future will look like

11:54 Present state is too unstable to extrapolate future plans

Geoff Charles · Dec 6, 2023

Once a company is larger, planning should shift to months and one-to-two quarter horizons rather than pure two-week sprints.

At scale you have support, sales, account management and marketing teams plus prospects who need to see a roadmap to buy; marketing needs an aggregation of features and value props to create differentiated market moments, not one feature here and there, and needs lead time to train press and build content, case studies and landing pages.

17:04 Scale requires longer planning horizons for gtm alignment