Most strategies do not fail because the central idea was weak. They fail because the handoff from decision to execution was treated as communication instead of design.
A durable handoff names the decision owner, the work that changes on Monday, the measures that will move, and the trade-offs the team is now authorized to make. Without those elements, every layer of the organization interprets the strategy for itself.
The practical test is simple: can the people closest to the work explain what is different, what they can decide, and how progress will be reviewed? If not, the strategy has not reached the operating floor yet.