A strategy can sound logical inside the organisation, but still be weak if it is not grounded in a real customer, with a real problem, in a real context. This article explores why managers need to move beyond broad customer language and ask who they are really designing for, what that customer values, and what would make the offer genuinely useful.

Many teams agree on broad ambition — growth, better customer experience, stronger performance — but still lack a shared understanding of what winning actually means. This article explores why strategy needs a practical definition of success, so managers can help teams connect effort to direction, value and the game they are really trying to win.