The assumption
When growth stalls, the instinct is to revisit strategy. New market, new positioning, new plan. It's a natural place to look, because strategy documents are visible and easy to point at.
What is actually happening
In many of the organizations I've worked with, the strategy was fine. What had broken was the organization's ability to execute it consistently — decisions stalling, ownership unclear, priorities reinterpreted differently by every team that touched them.
The implication
Writing a new strategy on top of an execution problem doesn't fix anything. It just produces a second document that will suffer the same fate as the first, at real cost in time and morale.
What to do differently
Before rewriting strategy, test whether the current one is actually understood and ownable at every level that has to execute it. If it isn't, that's the real project — not a new strategy, but a way of making the existing one real.