It is tempting to look at what has worked for someone else and adopt it directly — the platform they built on, the format they used, the pace they kept. The difficulty is that a strategy is a response to a specific set of constraints: available time, audience, subject matter, and objective. Change any of those and the same strategy can produce a different, sometimes opposite, result.
A useful strategy starts from constraints, not from examples. What can realistically be sustained, given the time and resources actually available? Who is the presence for, specifically, rather than in general? What is it meant to achieve, and over what period of time? The answers narrow the field of reasonable options considerably — often to just a few, rather than the full range of what is technically possible.
This is also why a strategy that looks modest on paper can outperform a more ambitious one in practice. A plan sized to what can actually be maintained tends to still be running in a year. A plan sized to an ideal version of available time and energy tends to stall as soon as reality intervenes — which is most of the time.
Choosing the right strategy, then, is less about identifying the most impressive option and more about identifying the one that fits — the constraints, the objective, and the person or organisation who will have to carry it out day to day. Everything else follows from getting that fit right.