Leading product in enterprise is different. "Increase conversion 15%" is a goal, not a strategy. Most enterprise OKR processes produce shared goals without shared understanding of how to get there. Teams align on the destination but not the path. Then they're surprised when five teams take five different approaches and nothing compounds.
Strategy is the hard part—the specific bets, the things you're NOT doing, the sequence that matters. Goals skip that work. They let everyone nod in agreement while hiding fundamental disagreement about approach. The roadmap review that debates priorities without debating mechanisms is strategy theater.
If your planning process produces goals everyone agrees on but approaches no one's aligned on, you don't have strategy. You have wishful thinking with metrics attached.