The objectives are clear and the goals are defined, either by your customers, competitors, the market, yourself or by your board or shareholders. The little problem you face is this tiny gap between the current reality and the target. A plan of action is needed to bridge this gap and which is designed to achieve the defined goals. Such a plan is the strategy you need to have.
While the shortest distance between two points is a straight line we face in real life and business some obstacles which don't allow to follow the pure and clean mathematical approach. Let's just assume point A is New York City and point B is Paris. The straight line would go through the earth surface, inside the earth and finally some Atlantic Ocean. Not a very realistic and high-speed travel routing. Your travel plan would be more a zigzag line on earth to travel from and to an airport and a more an arc line plus ascending and descending and maybe some loops in an airplane flying over the Atlantic Ocean. That's the reality and not exactly a straight line.
With strategy you have all the same problems to solve. First you need a realistic plan to get to your target. Even such a realistic plan has already many options and pros and cons you have to decide on. You make assumptions and judge propabilities. When based on this an 'optimal' strategy is defined the additional work for an alternate "plan b" and fall-back strategies starts. If you thought this was already much to do and you're done you learn that some assumptions are not true anymore etc.
Sounds familiar? The art of management is to balance the level and granularity of your plan that not each little change in the conditions has to change the plan while at the same time the strategy is detailled enough to be the framework and guidance for executable actions of your staff. An other important point is to have checkpoints and syncpoints in your plan to verify if you're still on track and if not, either change the plan or if the target becomes unrealistic, think about changing targets as well.
An additional dimension for each strategy is the time horizon.Therefore you need parallel interdependent strategies i.e. a long-term strategy ("via which countries to travel around the world"), maybe a mid-term strategy and a short-term strategy ("how to travel from Paris to NYC").
Why should you engage me in helping you defining a strategy or reviewing your strategy ?
The first reason is simple: Experience and knowledge. Similar to an experienced traveller who travelled himself a lot and knows which airport, how to navigate through the airport , which airlines are best choice etc. I have the experience and did many successful strategies myself. The second reason is not so obvious: You might have very smart and experienced people around you or in your team which could do this as well, however, they might have their own agenda. This must not be a bad thing, since for whatever content you made them responsible in your line business they should advocate this content and area and you expect this actually from them. And not everybody can think out of his responsibility-box about a 'bigger picture'. There is a reason why general managers or CEOs are needed to 'balance' the interests of different areas below.
If you need me for an hour to discuss a specific aspect of a strategy; a day or a weekend to make a review under 4-eyes or in a very small strategic team, or for a workshop or an assessment of the actual situation: Send me a mail to find out what best fits to your challenge.