“Grow faster,” “be the leader,” and “delight customers” can all be worthwhile ambitions. They still leave the central question unanswered: how will we deal with the obstacle in our way?
A goal names a desired result. A strategy explains a way through a challenge. Confusing the two can make a plan look decisive while leaving the hard work to someone else. If customers leave because implementation takes too long, a loyalty offer addresses a different problem. Richard Rumelt’s distinction between goals and strategy helps keep the two apart.
This distinction is useful because it changes the next conversation. Instead of asking people to commit more strongly to the target, ask what must be true for the target to become reachable. That question can reveal a missing capability, a poor customer handoff, or an assumption nobody has tested.
Before raising the retention target, decide which reason for leaving you can actually change.
Source: Getting strategy wrong—and how to do it right instead