Whitney, your Tower of Babel analogy is a profound insight that captures a critical challenge in modern strategy. As I wrote in my recent piece on strategic power creation, the inability to align on strategy's meaning doesn't just impair communication—it fundamentally undermines our ability to build systematic advantage.

I particularly resonated with your emphasis on strategy being about choices made under uncertainty. In fact, I'd argue this uncertainty is precisely why we need to focus on strategic power accumulation—the ability to make choices that compound over time to generate disproportionate returns relative to resources invested.

Where I'd add a complementary perspective is around the role of strategic thinking as a force multiplier. While shared language is essential, as you argue, the real magic happens when this common understanding is paired with disciplined strategic thinking capabilities that help organizations navigate complex systems under uncertainty. It's not just about having the correct definition—it's about building the cognitive infrastructure, such as decision-making processes and communication channels, to leverage it.

Your article makes me wonder: How might organizations systematically develop both the shared language you advocate for AND the strategic thinking capabilities to fully leverage it? In my experience, this dual development is where many transformation efforts fall short.

A sharp piece that challenges us to think deeply about what makes strategy truly strategic.