There is a familiar corporate ritual. A consultant arrives, interviews half the company, disappears for a few weeks, then returns with a deck so polished it could double as interior décor. The strategy is sharp. The ambition is clear. The charts look like they belong in a museum. Six months later, nothing has moved. The slides are still perfect. The business, less so. The problem is rarely the thinking. It is what happens after the thinking. Strategy, on its own, is intention