Product strategy is not a document produced once and left static — it's a continuous feedback loop. Problems that teams surface while doing solution discovery (see Earning the Right to Define Problems: Solution Discovery Before Problem Discovery) become inputs into the next cycle's strategy, alongside fresh executive input.
The strategy should be formally revisited at least quarterly, though in practice the underlying reasoning is updated continuously as new evidence comes in — reinforcing the transparency ingredient in Three Ingredients of Good Strategy: Focus, Transparency, Bet rather than treating the strategy doc as fixed.
This loop is also how a reversible test gets evaluated and rolled into the next round of focus choices.