When planning in uncertainty you could specify as little as possible and let the forces on the systems to do their job.
When you are aware of the problem’s context and you know the interrelationships at play you can dance with the system instead of laying out detailed plans.
In that case you need to work with a solid group of well-tested collaborators. Trust, alignment and synergy become the strongest assets to chart the course while navigating.
Be ready to fail. If you don’t have the capacity and the luck to steer when needed or to abandon when required you might have to try several times to succeed.
That is what usually happen in a continuous innovation environment where you can afford to high efforts and low outcomes.