Contrary to traditional business school teaching, strategy isn't a static plan you execute. Instead, it emerges from the series of actions and decisions you take. Your actual strategy is revealed by observing what you've done, which you can then analyze and refine.
The time spent judging whether you're making the "right" decision is a major bottleneck. By eliminating this self-critique, you free up mental capacity to make more decisions faster. The net positive outcomes from this increased volume will outweigh the inevitable mistakes.
Instead of spreading attention across all areas of the business, concentrate efforts on the two extremes. Spend your time on the activities driving the most growth (offense) and on shoring up the biggest existential threat (defense). Actively ignore everything in the middle.
High-velocity operators should expect that a significant portion of their time—around 25%—will be spent on activities that ultimately prove unproductive. Instead of judging this as a failure, view it as an unavoidable tax on moving quickly and making decisions with imperfect information.
In an operating business, the time spent searching for the most "thoughtful" or "correct" solution is often less valuable than taking immediate, decisive action. The momentum and learning from simply "doing" often outweighs the theoretical efficiency of a perfectly planned approach.