How frequently should an organization generate and manage its strategy?

In the context of the ITIL 4 Digital and IT Strategy (DITS) framework, strategy is not a periodic event but a continuous and dynamic activity. The modern business environment, characterized by volatility, uncertainty, complexity, and ambiguity (VUCA), renders traditional, long-term, static planning ineffective. Instead, organizations must continually sense changes in their internal and external environments and adapt their strategic direction accordingly. This approach treats strategy as an ongoing journey of learning and adjustment, enabling the organization to remain agile and responsive to opportunities and threats as they emerge.

A. Once, and never again: This is fundamentally incorrect as strategy must evolve with the organization and its environment; a static strategy guarantees obsolescence.
B. Annually: An annual cycle is a traditional approach that is too slow and rigid for the pace of digital disruption and change.
D. Every three months: While more frequent than annually, a fixed quarterly cadence is still a periodic approach and lacks the continuous, adaptive nature required by modern strategy.

1. AXELOS. (2020). ITIL® 4: Digital and IT Strategy. TSO (The Stationery Office).

Section 2.2, "Strategy is no longer a long-term plan": This section explicitly states, "In a VUCA world, the idea that an organization can define a strategy and follow it for several years with only minor adjustments is no longer viable... Strategy is a continual journey." This directly supports the concept of continuous strategic management.

Section 2.2.1, "Strategy as a direction": This section elaborates that strategy provides a "direction of travel that helps an organization to make decisions on a day-to-day basis," which implies a continuous application and adjustment of strategy, not a periodic review.

Section 4.3.2, "The role of the ITIL guiding principles in digital and IT strategy": The principle 'Progress iteratively with feedback' is highlighted as crucial for strategy. This principle advocates for continuous, small-scale actions and adjustments based on feedback, which is the essence of a continual approach to strategy.