You asked a very general set of questions, so forgive me for giving a set of general answers.
1-- I wouldn't start by strategizing-- I'd start by identifying and defining. What are my assets? How much will this cost me? How soon and/or at what rate do I need to recover my investment and turn a profit? This needs to be done to set up time frames and targets. Perhaps at point 'A' I need to be doing 'x' 'y' and 'z', where these are employees, or fixed capital, or a sales regimen, or whatever. At point 'B' I may need to be doing other or more things. And so forth. There needs to be a criterion for success and failure.
As far as strategizing goes, more details need to filled out for events that happen sooner. Since everything is subject to change, it wouldn't make sense to overplan for events too far into the future. If the first few steps look good, and the big picture looks clean too, then go do it! Everything reduces to $$$, so don't make any moves where you lose everything for nothing.
2,3-- I have no idea how a fluffy concept like "Te" would get me off the ground. I'd need to find customers, find out what they want, and give it to them.
4-- Of course we need to learn and adapt, especially if one is doing something that has not been done before. Dollars and cents would tell us if things are going well more than personal conviction. Just take what the evidence gives you. At some point getting the data becomes a challenge, which is where quality control, a clear managerial hierarchy, et cetera becomes important. Quantifying what you're doing may matter depending on what is being done. If you have on online retail business with 10 or 20 sales/CSRs working phones for you, it may be good to have software that times their average time per customer call, total sales, so you can tell who to fire and who to keep, or who needs attention/training, if a worker is developing or stagnating, etc. etc.
It all depends on what we want to do.