We all do stuff in business every day, and largely assume that it needs to be done because it is in the budget. In other words, we are making investment decisions at a micro level simply because there is an institutional requirement to consume the resource.
Rather than just proceeding as the plan says we should, we should be asking ourselves every day if the investment at any level we are about to make is strategically the right thing to be doing, will it enhance the longevity of the enterprise, and the manner in which it contributes to all stakeholders.
It seems to me that often activities of planning and delivering are almost mutually exclusive. A senior bunch does the planning, then hands the completed plan on to others to deliver.
All the analysis in the world will not substitute for getting on and doing things, analysis is too often an excuse for procrastination, and the fear of being wrong. Then when the competition gets in first, the too frequent reaction is to be second, at a discount in the hope of gaining the share squandered by indecision.