You can hide a lot in a fuzzy statement.
If it sounds nice and impressive enough, you might get a few heads to nod approvingly with it, but it's impossible to know exactly what is required, or how to achieve an objective which is fuzzy.
Strategy documents and a lot of strategy work - even that created by some of the world's best companies - are riddled with nonsense, fuzzy, ambiguous statements.
Just download the annual reports or most JSE-listed companies, skip through to the section on strategy and submerge yourself in an alternate universe of mumbo jumbo.
The problem with fuzzy strategy is that it is open to interpretation - difficult to measure and doesn't give any kind of indication as to how a specific objective should be achieved.
Even a clear, one-line strategy is far better than a 1000-page fuzzy strategy that offers no clear guidance.
One of the key tests to judge whether a strategy is worth anything is to determine how fuzzy it is.
Throw out the rose-tinted glass and face the real problem in front of you. Overcome it with clarity, not charm.