Imagine simplifying your sign-up process while another team adds six mandatory questions. Both teams may believe they are improving the service.
The sign-up process now has a contradiction built into it. One team removes friction while another adds it to collect data nobody uses. The two projects can each look successful in isolation while the customer gets a harder experience.
This is why strategy shows up in the connections between actions. A collection of individually sensible projects can still pull an organization apart if they compete for the same people or depend on incompatible assumptions.
Rumelt treats coherent action as part of a good strategy. Ask how each initiative addresses the chosen challenge, and whether it supports or obstructs the other actions.
Who owns the conflict between those initiatives? Until someone can answer, each team may keep improving its own measure while the customer gets a harder process.
Source: Good Strategy/Bad Strategy