Somewhere in your organisation, someone has confused describing the trophy with having a plan to win it.

The trophy, in this case, is a number.

Double revenue.

Thirty percent market share.

Top quartile performance by 2027.

These are outcomes. Desired outcomes, presumably. 

But an outcome is not a strategy any more than "I want to be thin" is a diet. 

Wanting the result and having a logic for achieving it are different things, and organisations that mistake one for the other spend considerable time and money discovering the difference at the worst possible moment.

Do not present a number and call it a direction. 

Do not walk into a strategy session with a revenue target and walk out believing the strategy has been set. 

Do not allow the ambition — however bold, however inspiring, however enthusiastically received — to substitute for the harder conversation about how the organisation will actually get there. 

The goal tells you where you want to end up. 

The strategy tells you how. 

One without the other is not an incomplete strategy. 

It is a deadline attached to a hope, and hope, as a management tool, has a remarkably poor track record.