Introducing The Alstradev Cycle
Navigating Uncertainty with an Adaptive and Responsive Strategic Framework
6th March 2025 | James Weeks
Image: An octopus camouflaging itself — a symbol of adaptability
The great mistake of modernity is believing that things will not—or should not—change, simply because one perceives everything in their immediate orbit to be satisfactory, as it is or has been.
Unfortunately, decisions that drive invasive change lie beyond our control, and the harsh reality is this: the comfort and contentment of the many are neither of concern nor consequence to the ambitious and those few who wield power.
Put simply, the world is indifferent to your ups and downs, delights and troubles.
Why do I tell you this?
As owners or managers of businesses, especially SMEs, change can be daunting. Yet the one thing beyond all else that poses the purest threat is rigidity through indignation.
If change is unexpected or contemptible, indignation is what blinds one to opportunity and keeps them suspended in both anxiety and a sense of wrongful injustice; this usually leads to progressive intractability—evidenced by an unwillingness to accept new realities, a rise in blunders, increasing odds of irrelevancy and worst case, total failure.
But when indignation is instead channelled into creative force—the inner drive that fuels imagination, innovation, and problem-solving—this opens up possibilities and permits the path to adaptation. In this reality, change is of no consequence because one fully realises their ability to respond, remedy, and pivot so as to expect, withstand, and transcend the currents of transition, upheaval, and hardship.
Adapting and Thriving in a World of Change
If we choose to unbind ourselves from a stagnant mindset, and anchor creative force to an unshakable sense of purpose, then surrender to the profound realisation that change is constant, we can begin honing our skills and shaping our perspectives. From here, we can formulate and enact strategies that cultivate flexibility and adaptation, thus transforming our organisations from rigid structures to protean entities.
What is Meant by Protean?
Protean, derived from the Greek sea god Proteus, refers to a changeable nature. Describing an organisation as a protean entity alludes to the willingness and ability to be fully flexible and adapt if and when a situation necessitates—whether preemptively, concurrently, or consequently.
A quick warning: Consequential adaptation is a reactive stance, and reaction should be minimised as much as possible.
So, the question becomes, how do we channel and drive creative force in dynamic theatres?
The Alstradev Cycle: A Strategic Response to Uncertainty
At the heart of navigating dynamic environments and—more often than not, chaos— is the art of decision-making—deliberate, grounded in forethought, and purpose-driven.
It was the acknowledgement of this reality that led to the exploration and deep study that would eventually inspire the Alstradev cycle. An overarching framework created not to control change, but to offer clarity amid it.
Drawing on the enduring lessons of history’s most formidable military strategists—and with particular respect for John Boyd’s OODA Loop—the Alstradev Cycle is a decision-based framework designed to shape mindset and convert creative force into the disciplined, adaptive practice of strategy.
Figure: The Alstradev Cycle – A Dynamic Framework for Strategic Adaptation (Source: Alstradev, 2025)
Overview
As mentioned before, this is an overarching framework—importantly, one designed for scale. Each phase contains sub frameworks that not only deepen clarity amidst strategy and protean mindsets but are also tailored to align with the strategic considerations of the level at which it’s applied—whether corporate, business, or functional.
For the sake of brevity, we’ll focus solely on the Alstradev Cycle in this article, with the sub frameworks to be explored in subsequent works.
A Two-Phase Process
As all strategies should be, the Alstradev Cycle is split into two phases: formulation and enactment.
Phase 1 - Formulation
This phase is essential for building the foundation of your strategy. It is here that critical examination, rigorous thinking, and the disciplined pursuit of information converge, turning inquiry into insight and insight into intent. Every strategic effort begins with questions, those questions are sharpened into judgments, choices, and a clear articulation of purpose.
Phase 2 - Enactment
This second phase is where strategy takes shape—where intent gives way to skilful application. It is here that choices are enacted, positions are taken, and actions are informed by real-time information. Yet this phase is not static; it demands attentiveness, agility, and disciplined analysis. Strategy, once set in motion, must evolve—constantly guided by intelligence, refined through feedback, and reinforced by purposeful action.
The 5 Steps
Within the two phases, Formulation and Enactment, sit five key steps. Each serves a distinct purpose.
Step 1) Judgements and Choices
This first step is where critical inquiries are examined, interpreted, and translated into sound judgements. These judgements help us differentiate between what is useful and what is not, ultimately giving rise to clear, strategic choices. The strategy itself is built upon these choices — what we commit to, and just as importantly, what we consciously reject. Strategic clarity often comes not from more options, but from sharper discernment.
Step 2) Declaration
The declaration is where intent is made visible. It is the moment we commit to a direction, expressing not just what we aim to achieve, but how we intend to achieve it. This step unifies effort, aligns teams, and signals seriousness — internally and externally. A well-crafted declaration turns strategy from internal logic into shared understanding, giving shape to ambition and setting expectations for what follows.
Step 3) Allocation and Positioning
This is the hinge where formulation meets enactment. The choices we've made and the direction we've declared now demand structure, commitment, and resourcing. Allocation involves assigning the right capabilities — people, capital, time, and attention — to support the strategic intent. Positioning ensures we're situated advantageously in the market and internally configured to act. This step transforms strategy from an idea into readiness. It’s where intention becomes infrastructure, and potential becomes prepared force.
Step 4) Action
This is where movement begins. Action takes the readiness shaped in allocation and positioning and turns it into deliberate momentum. It's not just doing — it’s doing with direction. Here, tactics are deployed, activities are coordinated, and execution takes hold. But strategy doesn't stop at implementation — action must remain adaptive, responsive to feedback, and aligned to the original intent. Precision matters, so too does flexibility.
Step 5) Analysis
Analysis is where information from action is examined, patterns are identified, and meaning is extracted. This step turns raw data into strategic intelligence, enabling informed decisions about what to sustain, what to adjust, and where to adapt. Crucially, analysis is not just about measuring performance — it’s about enhancing understanding. It gives strategy its feedback loop, allowing us to learn, refine, and, if needed, fully adapt.
Now, it is important to remember the Alstradev Cycle is exactly that—a cycle.
Unlike most other strategy frameworks, where there is a definitive end point, analysis in this framework is not the end but a pathway of continuation.
What follows, as explored in the next section, is informed progression. The moment feedback, performance, competitors and the world at large offer clarity for what must be done next.
Informed Progression: Insight-Based Continuity
One of the most powerful aspects of the Alstradev Cycle is its emphasis on informed progression. The cycle understands that strategy never ends so long as there is an active player in the game, and in a world as dynamic as ours, one must adapt more often than not to remain a key player in said game.
Strategy is a complex and highly disrupted discipline: threats are 360, competitors are always falling and emerging, markets are shifting, and the world waits for no one.
With all this in mind, the Alstradev Cycle offers four paths to continuation.
1 - Resume or alter tactics
This pathway splits into two, depending on what the current situation demands.
First, there is the option to resume as is. If operations are running smoothly, progress is being made, and no imminent threat or significant shift has been detected, then there is no need to adapt merely for the sake of it. Change should never be pursued as a default impulse — strategic stillness, when appropriate, is a sign of strength, not stagnation.
The second route within this path is to alter tactics. This is a short-term remedy — a tactical adjustment that responds to emerging information or minor disruptions. The core strategy remains intact, but execution is refined to optimise performance, correct a course, or respond to changing conditions. It’s the equivalent of steering, not rebuilding the ship.
2 - Reorganise
Sometimes, alteration needs to go beyond tactical adjustment. In these cases, the strategy itself remains sound — the core judgments and desired outcome still hold true — but the execution requires a broader recalibration. This is where reorganisation enters the picture.
This is a medium-term adjustment, aimed at reinforcing the effectiveness of tactics by reshaping the support structure around them. It might involve repositioning key people, realigning departments, reordering priorities, or reframing certain internal narratives. Equally, it could mean reallocating vital resources — moving capital, attention, or talent from one area to another to better reflect where value is truly created or where pressure is building.
Reorganisation doesn’t abandon the strategy, it moves to readjust, improve or consolidate tactics.
3 - Full Modification
There exist moments where, even if everything has been done correctly — the judgments sound, the tactics sharp, the organisation aligned — circumstances still demand a deeper shift. This is the path of full modification.
Unlike a tactical tweak or a structural reorganisation, full modification is a long-term adjustment. It involves revisiting and reworking the strategy itself — from the core judgments to the choices made. Perhaps the game has changed entirely: a new competitor has rewritten the rules, the market has taken an unexpected turn, or the external environment has shifted so significantly that the original direction, while once right, is no longer viable.
In these rare but critical moments, the strategist must have the courage to let go — not of the desired outcome, but of the course originally charted to reach it. Full modification is not a failure; it is the highest form of strategic responsiveness. It is recognising when evolution is not enough, and transformation is required.
The Three Guiding Principles: Anchors of Adaptability
Adaptability is essential in a volatile world, yet it must never come at the cost of identity or integrity. Flexibility without structure leads to ruin, not flourishing. That’s why, within the Alstradev Cycle, all forms of adaptation—either minor or monumental— are tethered to three non-negotiable guiding principles.
These aren’t optional ideals. They are strategic anchors, ensuring that even in moments of radical change, you remain recognisably you, consistent in purpose, cohesive in direction, and committed to the outcome.
- Alignment: Strategy must always align with your core values, mission, and desired outcome. Every decision, alteration, and movement must harmonise with who you are. Change should never cause you to lose sight of what matters.
- Relevance: Ensure that what you do and how you do it resonates with the times, your stakeholders, and the world around you. Adapting in a way that leads to irrelevance is not only foolish but also one of the surest ways to be outclassed by competitors.
- Unification: Unification ensures all parts of your strategy work cohesively. Every action, department, and resource must be aligned towards a singular desired outcome, fostering collaboration and reducing fragmentation. A unified approach maximises efficiency and strengthens the collective impact of the organisation.
The Strategist's Discretion: To Adapt or Not To Adapt
In the end, all choices, decisions, and consequences rest squarely on the shoulders of the strategist. Heavy is the head that wears the crown—but someone has to wear it, right?
The decision to adapt or not to adapt is ultimately one guided by your intelligence, intuition, and foresight in the moment. It’s about weighing the options carefully, trusting your judgment, and being prepared to make a call that aligns with your strategic vision. The biggest piece of advice here, if you follow the path outlined in this article, is to be decisive and commit fully to your judgment and final decisions.
Adaptation, though often seen as a reflex in today’s fast-paced world, is not always the best course of action. It’s crucial to recognise that sometimes staying the course—remaining steadfast in your strategy—can yield better long-term results than constantly adjusting to every shift in the landscape. Adaptation is not a default; it’s a tool to be used wisely and when truly needed. The power lies in knowing when to change and when to maintain the course. And when that choice is made, commit to it with confidence.
Conclusion
This article has given you a snapshot of the Alstradev Cycle, focusing on how informed progression and decisive adaptation shape strategy. As a strategist, it’s all about making choices that align with your values and sticking to your decisions, even when things shift.
I’ll be diving deeper into each part of the cycle and sharing more strategy insights in upcoming articles. If you have any questions or want to chat further, don’t hesitate to get in touch!
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