Thanks to Eaon for reminding us (and incorporating a good Obama example) of Mark Earl's point about thinking of strategy in terms of momentum, and how best to harness the truths of human behaviour to generate momentum to our own advantage: "It’s about creating the sense that people (staff, customers, citizens or investors) are moving more and more towards something that the rest of us want to follow".
Johnnie made an excellent subsequent point about how often strategies are agrandised into heady conversations and diagrams, whilst momentum is made up of a lot of much humbler actions. This rings very true. There is often much theatre around corporate and other forms of strategy. It is often communicated through grandiose proclamation and statement of intent, but the place where strategy really needs to live and breathe is in the daily choices and actions of staff - in the 'very murk and muck and mess' of daily interaction, decision-making and work.