When a strategy fails, the default diagnosis is 'we had a bad strategy.' But strategy failure is most often not a bad strategy at all — it's a good strategy undone by execution that proved too hard to pull off. The bet, the focus, and the tradeoffs may all have been sound; what broke was the team's ability to actually deliver against them.
This separates two post-mortem questions that get conflated in practice: was the strategy wrong (wrong problem, wrong bet), or was the execution too hard (right problem, team couldn't deliver)? Treating every failure as a strategy failure leads to re-litigating the strategy when the real fix is execution support — more resourcing, Parallel Team Assignment as an Execution-Risk Hedge, or better staffing — not a new strategic direction.