In a recent conversation, Justin Segal of Boxer Properties told me he likes managers to 'burn the candle at both ends.' He wants planning and analysis to occur simultaneously with experimentation.

Now I've found an article by Matthew Daniels of Undercurrent who describes a process they describe as applying the agile development model to strategy development. Intrigued? Do click through and read the whole article.

Medium: Strategy, in reverse, 2013-Oct-7 by Matthew Daniels

We located all of the client’s documentation and developed 50 hypotheses of our final deliverable — the thing that we would recommend [the client] go and do (not an abstraction, i.e., a strategy statement).

We developed value propositions and simple paper prototypes of all 50 ideas. Each value proposition is grounded in a problem, creating the beginning of our library of research. It’s also supported by an internally or externally-drawn insight.

In Week 2, we had customers complete a survey that ranked each value proposition. We chose six to iterate on. This was supported by insights drawn from the client’s documents….

In short, we achieved one thing that no waterfall process can: usage.

Usage
is like oxygen for ideas. You can never fully anticipate how an
audience is going to react to something you’ve created until it’s out
there. That means every moment you’re working on something without it
being in the public it’s actually dying, deprived of the oxygen of the
real world.
— Matt Mullenweg.