We shape strategy and strategy shapes us. A similar objection was raised by Winston Churchill (1874–1955) regarding influencing settings. The structure is defined by strategy, which specifies the mission. Fundamentally, strategy is about distinctions. When we first start out, the strategy seems basic, but there are many complexities in the corporate world that make it everything but simple. When objectives are accomplished, strategies are no longer necessary. After that, one must go beyond strategy. If we don't adapt to external developments, we lose our relevance and may even perish. In general, the strategist doesn't think there is just one option (or alternative). For survival, strategists must recognize the changes. He must develop his ability to recognize patterns in the flow of information by observing numerous prospective characteristics, futures, and patterns. The e-business era has made the world flat, and conversions and information upheaval are causing increasing organizational disorder. Therefore, CEOs need to have flexibility in their strategy to pinpoint issues and take swift action in a little unpredictable and changing environment. Strategic learning, intent, and openness are brought forth through strategic flexibility, which focuses on adaptable solutions. Executives and managers must have the strategic flexibility to act quickly in a very uncertain and changing environment."Strategic flexibility is the organization's ability to identify significant changes in the external environment, mobilizing to commit the available resources (which are always limited) to new courses of action in response to the changes, and recognizing and acting quickly when it is time to halt or reverse existing resource commitments," according to the definition. Managers must strike the proper balance and make the necessary creative investments to take advantage of this strategic flexibility. Economic Value Added (EVA) dimension may be a final buzzword to assess assets and income, keeping managers aware of the trade-offs between the two, in this contemporary period of turbulent economic upheavals. EVA is an accounting indicator that assesses the genuine economic throughput and profit of an enterprise to determine how much money a company generates in a given year. EVA is adaptable, which contributes to organizational system adaptability. A blend of Kaizen has been addressed as a case study of strategic flexibility in the McKinsey continuous renewal approach, which has led to a revisitation of the Kaizen concept and how it supports innovations. It has a wide range of effects. The implementation of EVA Parameters in the second case study, including Godrej Consumer Products Ltd. (GCPL), has been described.

We shape strategy and strategy shapes us.