Strategic Leadership

Directional integrity: Is the stated direction internally coherent, non-contradictory, and stable across time horizons
Assumption stack: What must be true for the strategy to work (market, competition, capability, regulation, timing)?
Trade-offs & opportunity cost: What is being chosen against (explicitly)?
Strategic logic: Why these choices should produce advantage (mechanism, not aspiration).
Time-horizon fit: Does the plan match the realities of cycle times, adoption, and constraints?
Feasibility & capability readiness: Can the org execute (talent, systems, culture, capital)?
Risk posture: downside, tail risk, fragility, and reversibility.
Governance/ethics constraints: what is not allowed even if effective.
Second/third-order effects: cultural, competitive response, stakeholder blowback.
Scope & exclusions: where this doctrine fails or becomes dangerous.

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