---
id: "claim-strategy-is-constant-dialogue"
type: "claim"
source_timestamps: ["¶80", "¶81", "¶82"]
tags: ["strategy", "execution", "leadership"]
related: ["concept-zoom-in-zoom-out", "action-recruit-truth-to-power", "entity-indra-nooyi"]
speakers: ["Indra Nooyi"]
confidence: "high"
testable: false
source_url: "https://hbr.org/2025/10/innovating-at-the-core-and-for-the-future"
source_title: "Innovating at the Core—and for the Future"
sources: ["futures"]
sourceVaultSlug: "hbr-seg-futures"
originDay: 2
articleStem: "hbr-cl-91-innovating-core-and-future"
sourceUrl: "https://hbr.org/2025/10/innovating-at-the-core-and-for-the-future"
sourceTitle: "Innovating at the Core—and for the Future"
---
# Strategy must be a constant dialogue, not an ivory-tower handoff

**Confidence: high. Testable: no.**

A corollary of [[concept-zoom-in-zoom-out]]: strategy cannot be formulated in an ivory tower and handed down. It must be a *constant dialogue* between external realities and internal execution capability, with the CEO ready to modify strategies the organization cannot yet execute. This is why Nooyi would [[action-recruit-truth-to-power]] — she expected to 'win on 50% and lose on 50%' of her own suggestions. Attributed to [[entity-indra-nooyi]].

*(This claim materializes a 'related' pointer from the source's zoom-in/zoom-out discussion that had no standalone note; it captures an assertion made explicitly in the conversation.)*

**Enrichment.** Consistent with dynamic-capabilities and adaptive-strategy literature that rejects rigid top-down planning in volatile environments and emphasizes ongoing dialogue between external trends and internal capabilities.