You need consensus among your senior leadership team. Without that, any strategy will be practically useless for the company because it won’t be applied. No matter how smart the thinking is, the strong individuals attracted to leadership positions have different skill sets, personalities, agendas, etc. And they will naturally pursue the directions that appear correct to them.
Microsoft is a great example of this. Their lateral competitive structure brought them innovations that were ahead of the market for a time, but now they suffer from lack of cooperation between departments.
They need a unifying vision strong enough to overcome this lack of cooperation or they will fade away as a market leader.
The leadership team must be unified to be efficient. If not, there will inevitably be multiple directions pursued at any given time, which will impede growth. The best way—perhaps the only way—to achieve true consensus is for all the senior staff to be engaged in the process of developing the visionary strategy platform. All guidelines and principles need to be generated collectively with full leadership participation.
Caution: If you hire a consultant to help develop a growth plan, that consultant will not want to engage in a true consensus-building process. It is much easier to do a few interviews within the organization, complete a little outside research, and come back to inform you of who you should pretend to be in order to meet the current demand. This is exactly how it’s been done for years, but it cannot be effective in creating an executable, long-term vision for an organization that faces a newly empowered buyer.