The most reliable indicator that your organisation doesn’t have a real strategy is that everything is a priority. 

Not three things.

Not five things.

Everything — because the moment you name three things, someone asks “But what happened to their thing”. And having that conversation is harder than the one where everything is equally important and therefore nothing is.

It is a masterpiece of conflict avoidance dressed as strategic ambition, and it is killing your organisation one underfunded initiative at a time.

As a manager, you feel this directly.

Every request is justifiable, every project is urgent, and every new opportunity arrives with a compelling case for why it fits the direction — because when the direction means everything, it fits everything.

Real focus comes from a strategy that has made hard choices at the top.

Your job is to hold those choices under pressure.

Without a real strategy behind you, you are not managing priorities.

You are referring to an argument that nobody has the authority to end.